PERFORMANCE AND ACCOUNTABILITY HIGHLIGHTS

SERVE • PRESERVE • INSPIRE

Performance and 

Accountability Report

ARCHITECT OF THE CAPITOL

FISCAL YEAR 2022
ABOUT THE COVER

After more than two years of public closure due to the COVID-19 pandemic, the Architect of the 

Capitol (AOC) began to welcome visitors back to the Capitol campus in Fiscal Year (FY) 2022. Using 

a phased approach, the U.S. Botanic Garden Conservatory reopened, as well as restaurant, gift shop 

and tour operations at the U.S. Capitol Visitor Center. The cover of this year’s report showcases the 

East Front of the U.S. Capitol at sunrise — a fitting image for the reopened Capitol campus.

 

 

 

 

 

Infographic: Getting to Know the AOC

For Copies of This Report

Electronic copies of this report and its companion highlights report are available on the AOC website: 

www.aoc.gov/par. For desktop users, the AOC publishes a reader-friendly, interactive Section 

508-compliant version of this report and the corresponding highlights report. Mobile app versions of 

this report are available for Apple and Android users. The mobile app version includes the current print 

edition of the Performance and Accountability Report, with features such as landscape or portrait views, 

zoom view, bookmarking and interactive functions. To download the apps, please visit the App Store 

from your iPad or Google Play from your Android tablet and search for “Architect of the Capitol.”

We Would Like to Hear From You

Thank you for your interest in the AOC. We welcome your comments on how we can make this report 

more informative for our readers. Please send your comments to: aocpar@aoc.gov.
ARCHITECT OF THE CAPITOL I 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

Performance and Accountability Highlights

FIGURE 1: Map of the U.S. Capitol Campus

About the Architect of the Capitol 

Who We Are: The AOC is responsible for the care and operation of the U.S. Capitol campus, which includes more than 18.4 million 

square feet of facilities, more than 570 acres of grounds and thousands of works of art. The AOC’s employees work behind the scenes 

day and night to provide Congress and the Supreme Court with facilities and infrastructure to conduct their business. We inspire the 

public by providing tours, online programming and exhibits.

Established: The AOC traces its beginnings to 1793 and was 

formally established by congressional legislation in 1876.

Branch of Government: Legislative

Leadership: J. Brett Blanton, Architect of the Capitol

Number of Full-Time Employees: 2,444 as of September 30, 2022

FY 2022 Budget Authority: $788.3 million

Mission: Serve Congress and the Supreme Court, preserve 

America’s Capitol and inspire memorable experiences.

Vision: Working together, we strengthen and showcase 

the foundation, facilities and functions supporting 

American democracy.

To learn more about the AOC, watch our video, “We Are AOC”: www.aoc.gov/about-us/who-we-are.

Did You Know?

The AOC serves as steward for the U.S. Capitol Building, 

the U.S. Capitol Visitor Center, the House and Senate office 

buildings, the Library of Congress buildings, the Supreme 

Court of the United States, the U.S. Botanic Garden, the Capitol 

Power Plant and other surrounding grounds and facilities. The 

major facilities on the Capitol campus that fall under the AOC’s 

care are displayed in Figure 1. A virtual tour of the Capitol 

campus is available at: www.aoc.gov/virtual-capitol.
ARCHITECT OF THE CAPITOL I I 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

PERFORMANCE AND ACCOUNTABILITY HIGHLIGHTS

Performance Results in Brief

In FY 2022, the AOC tracked progress toward four strategic goals:

1. Maintain Awe-Inspiring Facilities

2. Provide Extraordinary Services 

3. Foster an Innovative and Empowered Workforce

4. Operate as One Team, Dedicated to One Mission

The Bridge Strategic Plan covering FY 2022–FY 2025 includes six 

strategic objectives:

 AOC University

 Building Official

 Cultural Behaviors Transformation

 Enterprise Asset Management

 Human Capital Strategy

 Vision 2100 Master and Strategic Plans

Table 1 identifies the agency’s key performance indicators (KPI) 

aligned with the Bridge Strategic Plan.

TABLE 1: Summary of Key Performance Indicators

STR ATEGIC GOAL / STR ATEGIC OBJEC TIVE KPI TYPE KPI TARGET RESULTS

Strategic Goal 1: Maintain Awe-Inspiring Facilities Operational KPI Reduce Cumulative Energy 

Intensity Use ≥44.0% 48.3%

Met

Strategic Goal 1: Maintain Awe-Inspiring Facilities Operational KPI Facility Condition Index ≤55.6% 51.9%

Met

Strategic Goal 2: Provide Extraordinary Services Operational KPI Customer Satisfaction With Projects ≥90.0% 96.4%

Met

Strategic Goal 3: Foster an Innovative and Empowered 

Workforce Operational KPI External Safety Inspection Findings < 1,247 876

Met

Strategic Objective: AOC University Strategic KPI Satisfaction Rate for Training 

Availability

Establish 

Baseline Met

Strategic Objective: AOC University Strategic KPI Percent of Staff Receiving 

Nonmandatory Training

Establish 

Baseline Met

Strategic Objective: Enterprise Asset Management Strategic KPI

Percent of Jurisdictions That 

Began Development of Their Asset 

Management Policies

100% Not Met

Strategic Objective: Enterprise Asset Management Strategic KPI Selection of the EAM System Selection of 

System Not Met

Strategic Objective: Human Capital Strategy Strategic KPI Reduce the Time to Hire — Direct 

Hire Positions

Establish 

Baseline Not Met

Strategic Objective: Human Capital Strategy Strategic KPI Reduce the Time to Hire — 

Competitive Positions

Establish 

Baseline Not Met

Strategic Objective: Human Capital Strategy Strategic KPI Reduce the Internal Promotion Rate Establish 

Baseline Not Met

Strategic Objective: Human Capital Strategy Strategic KPI Reduce the Voluntary Turnover Rate Establish 

Baseline Not Met

Strategic Objective: Human Capital Strategy Strategic KPI Reduce the Cost Per Hire — 

Competitive Positions

Establish 

Baseline Not Met

Strategic Objective: Vision 2100 Master 

and Strategic Plans Strategic KPI

Publish a Complete Report, Including 

Diagrams, Images and Sufficient 

Documentation To Convey Vision 2100

Publish

Report Not Met

Strategic Objective: Vision 2100 Master 

and Strategic Plans Strategic KPI

Develop an Expanded Narrative 

Vision for the Key Focus Areas of the 

Capitol Complex in the Year 2100

Develop 

Expanded 

Narrative

Not Met

Strategic Objective: Vision 2100 Master 

and Strategic Plans Strategic KPI

Develop a Set of Long-Term Goals 

for Guiding the Achievement of the 

Capitol Complex Vision

Develop LongTerm Goals Not Met

Strategic Objective: Vision 2100 Master 

and Strategic Plans Strategic KPI

Develop Documentation That Will 

Culminate in the Adoption of a 

Governance Structure to Oversee the 

Development of a CCMP

Develop 

Documentation Not Met

View the AOC’s FY 2022 performance highlights video: www.aoc.gov/par. 
ARCHITECT OF THE CAPITOL III 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

PERFORMANCE AND ACCOUNTABILITY HIGHLIGHTS

TABLE 2: Select Financial and Related Nonfinancial Data 

($ in millions)

F Y 2022 FY 2021

PERCENT 

CHANGE

Total Assets $3,961.4 $3,825.5 4%

Total Liabilities $479.8 $452.2 6%

Total Net Position $3,481.6 $3,373.3 3%

Total Revenues $83.7 $76.9 9%

Total Net Cost of Operations $705.1 $755.7 (7%)

Total Appropriations $788.3 $1,007.6 (22%)

Facility Space Managed 

(Square Feet)

More 

than 18.4 

million

More 

than 18.4 

million

-%

Grounds Managed (Acres) More than 

570

More than 

570 -%

Full-Time Employees 2,444 2,493 (2%)

TABLE 3: Independent Auditor’s Internal Control Findings

FY 2022 FY 2021

Material 

Weakness

Control Gap Identified 

for Environmental 

Liabilities

Control Gap Identified for 

Retrospective Reviews 

of Estimates

Significant 

Deficiencies None None

FIGURE 3: Summary of Total Liabilities

 

 

FIGURE 4: Trend in Total Appropriations

Financial Results in Brief

As evidence of our commitment to financial accountability and 

transparency, in FY 2022 the AOC: 

 Received its 18th consecutive unmodified (clean) audit 

opinion on its financial statements 

 Served as a pilot organization to test the new Treasury 

E-Invoicing system, representing small agencies for 

the Momentum® Enterprise Resource Planning and 

construction contracts

 Deployed multiple system updates including the GSA Unique 

Entity Identifier conversion and Robotic Process Automation 

tools to automate invoice payment support processes

FIGURE 2: Summary of Total Assets

As of September 30, 2022, the AOC’s property, plant and equipment (net 

of depreciation) represented two-thirds of the agency’s total assets.

As of September 30, 2022, the AOC’s environmental and disposal 

liabilities and accounts payable amounted to $183 million and $79 million 

respectively, nearly 55 percent of total liabilities.

In FY 2022, the AOC received $219 million or 22 percent less in 

appropriations compared to FY 2021 due to nonrecurrent 

supplemental funding.
ARCHITECT OF THE CAPITOL i v 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

PERFORMANCE AND ACCOUNTABILITY HIGHLIGHTS

Forward-Looking Information in Brief

The AOC identified and prioritized the following critical 

enterprise-level risks for FY 2022 and beyond:

Cybersecurity: The risk of network intrusion by malicious 

internal and external threats.

Physical Security: The risk that the AOC fails to protect people, 

property, physical assets and information from threats, actions 

and undesirable events that could cause damage and/or loss.

Deferred Maintenance and Capital Renewal: The risk that 

the AOC does not obtain the resources required or implement 

the processes needed to adequately reduce the deferred 

maintenance and capital renewal backlog.

Life Cycle Project Management: The risk that AOC projects 

are not effectively planned, scoped and executed within the 

approved parameters (i.e., cost, schedule, safe delivery, high 

quality and with minimal client disruption).

Manager-Employee Engagement Expectations: The 

risk that the AOC is not intentional and timely in regularly 

communicating agency priorities and other essential 

information with employees across the agency.

Workplace Health and Safety: The risk that the AOC fails to 

provide a physically and emotionally safe work environment.

Data Quality and Governance: The risk that decision-quality 

data is not readily available to achieve strategic initiatives 

and there is no established data governance structure, which 

compromises data security.

Expectation (External Communications): The risk that 

the AOC does not manage the needs and expectations of 

stakeholders (i.e., clients, customers and oversight entities) in 

concert with the AOC’s capacity to fulfill requests.

IT Infrastructure: The risk that the AOC does not have a 

proper iT infrastructure in place to support current and future 

technology requirements.

The AOC’s Office of inspector General identified additional 

management opportunities and performance challenges facing 

the organization: human capital management, employee wellness 

and culture of employee misconduct and noncompliance, 

accessibility, auditability and records retention, cybersecurity, 

whistleblower protections, balancing safety, security and 

preservation, working capital fund, and waste and accountability.

The AOC Performance and Accountability 

Highlights provides a summary of 

the AOC’s FY 2022 Performance and 

Accountability Report, following the 

Citizen-Centric Reporting model 

established by the AGA. The full report is 

available online at: www.aoc.gov/par.

For more information about the 

Architect of the Capitol, visit our 

website at: www.aoc.gov.

This report is issued with data as of 

November 16, 2022.

The AOC completed a multiyear project to renovate the Senate Underground Garage and Senate Parks. The project included the 

rehabilitation of the central fountain, pictured here, as well as the reflecting pool, planters and the surrounding pavement.
ARCHITECT OF THE CAPITOL V 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

PERFORMANCE AND ACCOUNTABILITY HIGHLIGHTS

Notes to the Financial Statements ............................................... 94 

Required Supplementary Information (Unaudited) ............122

A: Combining Schedule of Budgetary Resources ............122

B: Deferred Maintenance and Repairs .................................124

C: Heritage Assets ........................................................................125

Section 4: Other Information (Unaudited) ....................................136

Overview ..............................................................................................137

Summary of Financial Statement Audit 

and Management Assurances.................................................138

The Inspector General’s Statement of Management 

Opportunities and Performance Challenges ....................139

Payment Integrity .............................................................................150

Real Property Capital Planning ....................................................151

Energy and Sustainability Program Management Report ......152

Small Business Accomplishments Report ................................156

Human Capital Management Report ........................................157

Appendices (Unaudited) .........................................................................164

Appendix A: Architects of the Capitol .....................................165

Appendix B: Major Facilities Under the AOC’s Care .............166

Appendix C: The AOC Operational Jurisdictions ..................168

Appendix D: Major Stone Repair, Façade and 

Preservation Projects ................................................................. 174

Appendix E: Major Exhibitions and Programs....................... 176

Appendix F: U.S. Capitol Campus Visitation Statistics .......178

Appendix G: Reimbursable Accounts Summary ...................179

Appendix H: Glossary ......................................................................180

Appendix I: Abbreviations and Acronyms .............................183

Appendix J: Acknowledgements ...............................................186

Websites and Media Platforms (Unaudited) .......(Inside Back Cover)

About the Cover (Unaudited) ...............................(Inside Front Cover)

Fiscal Year 2022 Performance and Accountability 

Highlights (Unaudited).............................................................................i

Message From the Architect of the Capitol (Unaudited) ............vi

Performance and Accountability Report (Unaudited) ............. viii

About This Report.............................................................................. viii

How This Report Is Organized..........................................................ix

Certificate of Excellence in Accountability 

Reporting Program .........................................................................ix

Section 1: Management’s Discussion and Analysis 

(Unaudited) ...................................................................................................x

Overview ...................................................................................................1

History of the AOC .................................................................................1

Mission, Vision and Core Values .......................................................4

Organizational Structure.....................................................................6

Performance Highlights ................................................................... 12

Financial Highlights ..........................................................................25

Financial Management Systems Framework............................34

Financial Management Systems Improvement Strategy .......... 35

COVID-19 Financial and Operational Impact............................ 37

Analysis of Systems, Control and Legal Compliance ............ 38

Architect’s Statement of Assurance ............................................ 39

Summary of Financial Statement Audit Material 

Weaknesses and Nonconformances.......................................40

Other Financial Compliances.......................................................... 41

Forward-Looking Information ....................................................... 42

Year in Photos (Unaudited) ...................................................................... 52

Section 2: Performance Information (Unaudited) .......................54

Overview ................................................................................................ 55

Introduction .......................................................................................... 55

Data Validation and Verification .................................................... 57

Strategic Goal 1: Maintain Awe-Inspiring Facilities ................ 58

Strategic Goal 2: Provide Extraordinary Services.................... 62

Strategic Goal 3: Foster an Innovative and 

Empowered Workforce ................................................................ 65

Strategic Goal 4: Operate as One Team, 

Dedicated to One Mission .......................................................... 67

Strategic Objectives ........................................................................... 70

Section 3: Financial Information ........................................................... 76

Overview (Unaudited) .......................................................................77

Introducing the Principal Financial 

Statements (Unaudited) ..............................................................77

Message From the Chief Financial Officer (Unaudited) ........ 78

Inspector General Transmittal (Unaudited) ..............................80

Independent Auditors’ Report ...................................................... 82

Architect of the Capitol’s Response to the 

Inspector General (Unaudited) .................................................88

Financial Statements .........................................................................90

Table of Contents

Capitol Highlights (Unaudited)

Olmsted 200th Anniversary .....................................................................16

Sustainability at the AOC ..........................................................................24

Heritage Asset Conservation ...................................................................32

Refrigeration Plant Revitalization ..........................................................45

An Accessible Capitol Campus ................................................................47

Climate-Related Financial Risk ................................................................51

Cannon Renewal ..........................................................................................61

Capitol Campus Reopened for Visitors ................................................64

Staff Named as Finalists for Service to America Medals ........... 66

The National Statuary Hall Collection ................................................130

Infographics (Unaudited)

Getting To Know the AOC ...................................... (Inside Front Cover)

Architect of the Capitol Responsibilities............................................... 5

Cannon Renewal Project Phases ............................................................15

Legislative Branch Financial Management System Users.............36

Human Capital by the Numbers ...........................................................163
ARCHITECT OF THE CAPITOL V I 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

PERFORMANCE AND ACCOUNTABILITY HIGHLIGHTS

The Honorable J. Brett Blanton

Architect of the Capitol

It is an honor to share the Architect of the Capitol’s (AOC) Fiscal 

Year (FY) 2022 Performance and Accountability Report (PAR). 

This report provides the results of this year’s independent audit, 

discusses our performance against our strategic framework 

and identifies risks and opportunities. The AOC is rooted in 

a tradition of unique craftsmanship and ingenuity. Tracing 

its beginnings to 1793, the AOC serves as the builder and 

caretaker of the Capitol campus, which now includes more 

than 18.4 million square feet of facilities, more than 570 acres of 

grounds and thousands of works of art. The daily operation and 

stewardship of these historic assets is at the core of the AOC’s 

mission to serve Congress and the Supreme Court, preserve 

America’s Capitol and inspire memorable experiences.

During FY 2022, we created an empowering new vision 

statement and continued to move forward with Vision 2100, 

launching the AOC’s organizational transformation and 

providing a strategic outlook for the next century. Vision 2100 

will create a governance structure to inform the development 

of the 20-year Capitol Complex Master Plan. The AOC also 

published a Bridge Strategic Plan this fiscal year, covering 

FY 2022–FY 2025. The first two strategic goals — (1) Maintain 

Awe-Inspiring Facilities and (2) Provide Extraordinary Services 

— address our core mission. The next two goals — (3) Foster 

an Innovative and Empowered Workforce and (4) Operate as 

One Team, Dedicated to One Mission — support our four core 

values: Respect, Integrity, Safety and Empower. The Bridge 

Strategic Plan identifies new strategic objectives that are critical 

to building a responsive, safe and inclusive agency. Together, 

the AOC’s mission, vision, core values, strategic goals and 

strategic objectives provide a framework to chart the agency’s 

performance and leverage our core competencies. 

Major FY 2022 accomplishments, by strategic goal, include:

Maintain Awe-Inspiring Facilities 

The AOC continued construction and renovation projects across 

the Capitol campus. These projects included the continued 

execution of Phase 3 of the Cannon Renewal, along with the 

continuation of projects to repair the deteriorating stone and 

metal features on monumental buildings like the U.S. Capitol 

Building and the Russell Senate Office Building. Major projects 

concluded this year include a redesign of the U.S. Capitol Visitor 

Center’s (CVC) Exhibition Hall and the multiyear Rayburn Garage 

Interior Rehabilitation. The U.S. Capitol Grounds received an 

arboretum accreditation increase, making it one of only 40 

institutions worldwide to attain a Level III accreditation from the 

arboretum accreditation agency ArbNet. The AOC undertook 

retro-commissioning of several buildings on the Capitol campus 

to enhance their energy performance. To preserve our heritage 

assets, the AOC began a pilot preservation project in the U.S. 

Capitol’s Senate Reception Room and completed routine 

conservation on the U.S. Capitol Rotunda’s benches and eight 

historical paintings. Several projects were also completed to 

improve Capitol campus accessibility, including the installation 

of specialty elevator lifts at the U.S. Capitol’s Senate Chamber 

dais. As part of our transformation, the AOC also established 

the Building Official position to ensure safety and building 

code compliance.

Provide Extraordinary Services

We had the privilege of supporting several high-profile special 

events, including the State of the Union address, the lying in 

state ceremonies for Senators Robert J. Dole and Harry M. Reid 

Jr. and Representative Donald E. Young, the lying in honor 

ceremony for Medal of Honor recipient Hershel “Woody” 

Williams and a virtual address to Congress from Ukrainian 

President Volodymyr Zelenskyy. Equally important, we began 

preparations for congressional office moves associated with 

the midterm elections and supported numerous congressional 

hearings, such as the March 2022 Supreme Court confirmation 

hearings. To improve customer expectations, we initiated a pilot 

program to develop quantifiable service level standards for 

custodial and grounds management services. As the legislative 

branch purchasing agent for personal protective equipment, 

we worked diligently to procure more than 350,000 COVID-19 

rapid antigen test kits and more than 400,000 masks for the 

Capitol campus community. We also contracted for more 

than 180 specialized cleanings for interior locations and U.S. 

Capitol Police vehicles impacted by positive COVID-19 cases. 

To expand the reach of the U.S. Botanic Garden (USBG) and the 

CVC, several online and virtual programs, educational materials 

and video tours were created. For example, the CVC debuted 

an augmented reality app, Who Are the People? to provide 

Message From the Architect of the Capitol
ARCHITECT OF THE CAPITOL VII 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

PERFORMANCE AND ACCOUNTABILITY HIGHLIGHTS

interactive content on the statues in the CVC. In addition, after 

more than two years of closure due to the pandemic, the Capitol 

campus reopened to the public in spring 2022. The USBG 

Conservatory fully reopened, while the CVC began tour, gift 

shop and restaurant operations under a phased approach.

Foster an Innovative and Empowered Workforce and 

Operate as One Team, Dedicated to One Mission

Our workforce is the backbone of the agency and, like so many 

organizations, our staff has been challenged and tested over 

the past two years. I am especially proud to acknowledge that 

three AOC employees were honored as finalists for the Samuel 

J. Heyman Service to America Medals for their leadership 

during the cleanup, restoration and enhanced security of 

the Capitol campus following the events of January 6, 2021. 

To adapt to the new reality of hybrid work environments, 

we updated the agency’s telework policy, allowing our 

leadership to provide expanded telework capabilities, when 

appropriate. We also published a Human Capital Strategic Plan, 

to outline the agency’s strategy to recruit, develop and retain 

a strong workforce. Up-to-date training is key to providing 

our staff with the skills and knowledge to perform work 

safely, meet the agency’s mission needs and champion our 

staff’s development. As a result, we conducted a gap analysis 

and developed an operating model for our AOC University 

strategic objective. We also developed several new training 

programs covering areas such as project delivery, power plant 

operations, safety and visitor services. To meet our Cultural 

Behaviors Transformation strategic objective, the AOC facilitated 

opportunities for employees to provide input and revised our 

anti-harassment training. 

Looking to the Future

This fiscal year, our Enterprise Risk Management Team led 

the agency’s efforts to identify and prioritize the most critical 

risks facing the agency, develop appropriate responses 

and continuously monitor the response plans. The two 

highest-ranked risks are cybersecurity and physical security. 

Cybersecurity is an increasing concern for the agency, as a 

proliferation of debilitating cyberattacks continue to affect 

government and private entities. 

As the events of January 6, 2021, have shown, physical security 

is of paramount importance to the Capitol campus. We have 

engaged with internal and external partners to identify the 

top priorities arising from a comprehensive physical security 

assessment of the Capitol campus to strengthen our security 

posture. Our third highest risk, the deferred maintenance 

and capital renewal backlog, was estimated at $2.06 billion 

as of September 30, 2022. We are committed to addressing 

this backlog using modern tools such as an enterprise asset 

management system to provide for data-driven fiscal decisions 

and prioritization. Additional risks relate to life cycle project 

management, manager-employee engagement, workplace 

health and safety, data quality and governance, customer 

expectations and IT infrastructure.

Despite these risks, I am pleased to report that the AOC 

remains committed to transparency and accountability to our 

stakeholders. As stated in the Architect’s Statement of Assurance 

on page 39, I provide my assurance that, except for the control 

gap for environmental liabilities, the financial and performance 

data presented in this report is complete, reliable and accurate. 

Furthermore, for the 18th consecutive fiscal year, we have 

received a clean opinion from our independent auditors on our 

consolidated financial statements.

Conclusion

The last two years have posed incredible challenges for the 

AOC. However, as we begin to move forward from the COVID-19 

pandemic and implement programs to address pressing 

security needs, I am proud of the agency’s response and the 

AOC team’s resilience. The professionalism and hard work of our 

staff truly embodies the AOC’s new vision: working together, 

we strengthen and showcase the foundation, facilities and 

functions supporting American democracy. I would like to 

thank Congress for its continued support of the AOC’s work and 

for providing the necessary resources to care for the Capitol 

campus. As this report shows, we are committed to our mission 

to serve Congress and the Supreme Court, preserve America’s 

Capitol and inspire memorable experiences.

J. Brett Blanton

Architect of the Capitol

November 16, 2022
ARCHITECT OF THE CAPITOL VIII 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

PERFORMANCE AND ACCOUNTABILITY HIGHLIGHTS

Performance and Accountability Report

“No Money shall be drawn from the Treasury, 

but in Consequence of Appropriations made by Law; 

and a regular Statement and Account of the Receipts 

and Expenditures of all public Money shall be 

published from time to time.” 

U.S. Constitution, Article I, Section 9, Clause 7

About This Report

The FY 2022 Performance and Accountability Report (PAR) 

provides the agency’s financial and performance results 

to Congress and the American public. The report covers 

the fiscal year beginning October 1, 2021, and ending 

September 30, 2022, and was prepared in accordance with OMB 

Circular A-136, Financial Reporting Requirements. This annual 

report demonstrates the AOC’s accountability for the public 

funds and property under its care.

The AOC is a legislative branch agency and, as such, is exempt 

from most federal financial management and reporting statutes. 

However, the AOC has adopted generally accepted accounting 

principles (GAAP) for financial reporting in a manner consistent 

with other federal agencies. In addition, as a best practice, the 

AOC references federal legislation and related guidance when 

establishing its agencywide financial management practices, as 

appropriate. These include:

 Federal	Managers’	Financial	Integrity	Act	of	1982

 Chief	Financial	Officers	Act	of	1990

 Government	Performance	and	Results	Act (GPRA)	of	1993 (as 

amended by the GPRA	Modernization	Act	of	2010)

 Government	Management	Reform	Act	of	1994

 Debt	Collection	Improvement	Act	of	1996

 Federal	Financial	Management	Improvement	Act	of	1996

 Reports	Consolidation	Act	of	2000

 Accountability	of	Tax	Dollars	Act	of	2002

 Federal	Information	Security	Modernization	Act	of	2014

 Antideficiency	Act

 Do Not Pay Initiative

 Office of Management and Budget (OMB) Circular A-11, 

Preparation, Submission and Execution of the Budget

 OMB Circular A-123, Management’s Responsibility for 

Enterprise Risk Management and Internal Control

 OMB Circular A-136, Financial Reporting Requirements

Throughout this report, Capitol Highlights provide stories that 

spotlight major projects, events and agency accomplishments 

from the fiscal year. Infographics, charts, tables and photos 

provide further insight into the agency’s accomplishments. The 

report also includes links to online videos, websites and social 

media platforms for additional information. References to other 

report sections appear in bold font to improve readability.

The report is available online (www.aoc.gov/par) and via 

mobile app to ensure it reaches the broadest possible audience. 

The report is available in multiple formats:

 PDF — A Section 508-compliant PDF version

 Interactive Report — A reader-friendly navigable digital 

version for online readers

 Tablet Report — An innovative version for Apple and 

Android tablet mobile users

As a complement to the full report, a six-page, citizen-centric 

highlights report (also Section 508-compliant) and a brief 

highlights video are available on the AOC’s website.
ARCHITECT OF THE CAPITOL Ix 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

PERFORMANCE AND ACCOUNTABILITY HIGHLIGHTS

How This Report is Organized

The FY 2022 PAR begins with a four-page summary of the 

agency’s financial and performance results and a message from 

the Architect of the Capitol, followed by the four main sections 

of the report, plus appendices.

Section 1: Management’s Discussion and Analysis 

The Management’s Discussion and Analysis (MD&A) section 

highlights the AOC’s financial and performance results. The 

section also includes an overview of the agency history, 

mission, organizational structure, financial management 

systems, COVID-19 impact, legal compliance and the Architect’s 

Statement of Assurance. The agency’s forward-looking 

information concludes the MD&A.

Section 2: Performance Information 

The Performance Information section communicates the 

annual performance results. The section describes the strategic 

planning process, performance data validation and verification, 

strategic goals and strategic objectives.

Section 3: Financial Information 

The Financial Information section details the agency’s finances 

and includes a message from the Chief Financial Officer, the 

Inspector General transmittal, the independent auditors’ 

reports, the Architect of the Capitol’s response to the Inspector 

General, audited financial statements and notes and required 

supplementary information.

Section 4: Other Information 

The Other Information section includes a summary of the 

financial statement audit and management assurances, the 

Inspector General’s Statement of Management Opportunities 

and Performance Challenges, payment integrity, real property 

capital planning and mandatory congressional reports on the 

AOC’s energy savings and sustainability, small business and 

human capital management programs.

Appendices 

The appendices provide additional information about the 

agency, including the major facilities under the AOC’s care, 

a summary of the accomplishments and priorities for the 

operational jurisdictions, major exhibitions, visitor attendance 

data, a glossary of key terms and lists of abbreviations and 

acronyms cited throughout the report.

Certificate of Excellence in Accountability Reporting Program

For the 11th consecutive year, the AOC submitted 

its annual PAR for review by the AGA’s prestigious 

Certificate of Excellence in Accountability 

Reporting (CEAR) program. Because the 

annual audit was not completed before AGA’s 

submission deadline, the FY 2021 PAR was not 

eligible to receive the CEAR award. However, 

the AOC received a special Best-in-Class 

award for responsiveness to the prior year’s 

CEAR recommendations. 

The AGA, in conjunction with the Chief Financial 

Officers Council and the OMB, created the CEAR 

program to enhance financial and program 

accountability. The special awards were created 

to encourage federal agency innovation and 

improvement in performance and accountability.
ARCHITECT OF THE CAPITOL x 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

Management’s

Discussion & 

Analysis

SECTION 1
ARCHITECT OF THE CAPITOL 1 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

Overview

The Management’s Discussion and Analysis (MD&A) section provides a summary of the 

AOC’s financial and performance accomplishments and challenges. The section opens 

with information on the AOC’s history, mission, vision, core values and organizational 

structure. This is followed by information on the strategic planning framework and 

key performance results, financial highlights and significant stewardship activities, 

financial management systems and strategies for improving mission-focused 

financial management. The MD&A also includes a discussion of the financial impact 

of the COVID-19 pandemic on the agency, management assurances required under 

the Federal Managers’ Financial Integrity Act of 1982, the Federal Financial Management 

Improvement Act of 1996 and OMB Circular A-123 and the agency’s compliance with 

applicable financial laws and regulations. The section concludes with a forwardlooking summary of the most significant risks identified by management through 

the enterprise risk management (ERM) program, along with the current and planned 

risk responses.

History of the AOC

1790-1800

The AOC’s origins date to the nation’s early years and the founding of the 

federal capital. The Residence Act of 1790 established Washington, D.C. as the 

seat of the national government and authorized a Board of Commissioners 

to “provide suitable buildings for the accommodation of Congress.” The commissioners 

The AOC is responsible for the care and operation of the Capitol campus, including more than 18.4 million square feet of 

facilities, 570 acres of grounds and thousands of works of art.
ARCHITECT OF THE CAPITOL 2 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

SECTION 1 • MANAGEMENT’S DISCUSSION & ANALYSIS

Note: This figure displays the cumulative square footage for all AOC-managed facilities (both owned and leased) based on the year added to its portfolio. 

Only the major facilities are labeled in the figure. 

FIGURE 5: Growth in Facilities Under the AOC’s Care

hired Pierre Charles L’Enfant to develop a city plan and Andrew 

Ellicott to survey the boundaries of the 100-square-mile federal 

district. In 1792, Dr. William Thornton’s depiction of a grand, 

two-winged structure topped by a central dome won a public 

competition for the design of the U.S. Capitol Building. Today he 

is credited as the first “Architect of the Capitol.” Construction of 

the U.S. Capitol began when President George Washington set 

the building’s cornerstone in 1793. Congress convened in the 

U.S. Capitol for the first time in 1800, despite the building’s 

ongoing construction. 

1801-1900

In 1802, Congress consolidated the duties of the 

Board of Commissioners into a superintendent, the 

Commissioner of Public Buildings and Grounds with 

the responsibility for the care of the U.S. Capitol — which at the 

time housed Congress, the Library of Congress (Library), the 

Supreme Court of the United States, the district courts and other 

offices — and the U.S. Capitol Grounds. Following the 1814 

burning of the U.S. Capitol by British troops, the building was 

restored and expanded to accommodate the needs of an 

expanding Congress. During the 1850s and 1860s, a new 

position, the Architect of the Capitol Extension, oversaw the 

cast-iron dome construction and the addition of the north and 

south extensions to the U.S. Capitol. The artist Constantino 

Brumidi’s murals in the U.S. Capitol, painted between 1855 and 

1880, contributed greatly to the building’s beauty and unique 

symbolic character.1

 In 1867, Congress combined the 

responsibilities of the Commissioner of Public Buildings and 

Grounds with those of the Architect of the Capitol Extension. 

Between 1874 and 1892, the grounds surrounding the U.S. 

Capitol expanded based on the grand design of American 

landscape architect Frederick Law Olmsted. During this period, 

in 1876, Congress established the Architect of the Capitol as a 

permanent office under the legislative branch of the 

federal government.

1901-2000

As the size of the Capitol campus continued to 

expand, so did the AOC’s mission and responsibilities. 

During the 20th century, the agency assumed 

responsibility for the operation and maintenance of the Library’s 

Thomas Jefferson Building and the U.S. Botanic Garden. The 

AOC also oversaw new construction on Capitol Hill to support 

the growing needs of Congress, the Supreme Court of the 

United States2

 and the Library of Congress. During this period, 

the AOC managed the construction of three House office 

buildings, three Senate office buildings, the Supreme Court of 

the United States, the Thurgood Marshall Federal Judiciary 

Building, the Library’s John Adams Building and James Madison 

1 Brumidi, who described himself as “the artist of the Capitol,” was responsible 

for “The Apotheosis of Washington” and portions of the “Frieze of American 

History” in the U.S. Capitol Rotunda, along with murals throughout the 

corridors of the U.S. Capitol’s Senate wing (named the Brumidi Corridors in 

his honor). 

2 The AOC shares facility management responsibilities with the Marshal of the 

Supreme Court.
ARCHITECT OF THE CAPITOL 3 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

SECTION 1 • MANAGEMENT’S DISCUSSION & ANALYSIS

Although most of the AOC’s managed facilities are located on 

or near Capitol Hill, the AOC also maintains support facilities in 

locations outside of the District of Columbia. Figure 1 (Page i) 

provides a map of the major facilities on the Capitol campus. 

Figure 5 (Page 2) charts the growth of the AOC’s facility 

management responsibilities from the construction of the U.S. 

Capitol to the present day. Appendix B catalogs the major 

facilities under the AOC’s care.

Watch Our Video:

A Mission We Love 

www.youtube.com/watch?v=Qu5QuMMJLt4

Memorial Building, the Capitol Power Plant’s generator building 

and main boiler plant, and other support facilities. The U.S. 

Capitol was named a National Historic Landmark in 1960. In 

2000, a symbolic groundbreaking was held to start the 

CVC’s construction.

2001-Present

The 21st century began with the construction of the 

CVC (completed and opened to the public in 2008), the 

largest expansion of the U.S. Capitol, to enhance the 

security, comfort and educational experience of its visitors. In 

2011, the AOC received responsibility for Union Square, a 13-acre 

site between the U.S. Capitol and the National Mall, which 

increased the land under the AOC’s stewardship to more than 570 

acres. In 2016, the AOC completed the U.S. Capitol Dome 

restoration and, in 2017, Congress transferred responsibility for the 

O’Neill House Office Building to the AOC. In 2018, the AOC 

completed construction on the Cogeneration Plant at the Capitol 

Power Plant. Currently, the AOC is conducting an approximately 

10-year project to renew the Cannon House Office Building.

The USBG Conservatory reopened to the public in April 2022, with a roster of new exhibits, renovated garden spaces 

and improved accessibility. The USBG is the steward of a diverse plant collection and provides educational programs, 

tours and exhibits.
ARCHITECT OF THE CAPITOL 4 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

SECTION 1 • MANAGEMENT’S DISCUSSION & ANALYSIS

Mission, Vision and Core Values

Mission

To serve Congress and the Supreme Court, preserve America’s 

Capitol and inspire memorable experiences. 

The tag line “Serve, Preserve, Inspire” succinctly summarizes the 

agency’s mission and appears on the cover of this report. 

Vision

Working together, we strengthen and showcase the foundation, 

facilities and functions supporting American democracy.

Core Values

The AOC’s shared workplace values influence the choices made 

and the actions taken to meet the agency’s mission. These four 

core values (Respect, Integrity, Safety and Empowerment) allow 

the AOC’s employees to RISE together.

RESPECT | We treat one another with civility and kindness, 

so that we honor the value and dignity of all people.

INTEGRITY | We demonstrate honesty, ethics and reliability, 

so that we earn trust and do what is right.

SAFETY | We are governed by the foundation of safety 

always, so that we can feel safe, make safe and be safe.

EMPOWERMENT | We are one team seeking better ways to do 

our work, so that we all contribute to the success of the AOC.

Serving Congress and the Supreme Court, the AOC is the 

steward of the landmark buildings and grounds on the 

Capitol campus. This responsibility includes caring for more 

than 18.4 million square feet of facilities, which include such 

historic buildings as the U.S. Capitol Building, the Senate and 

House office buildings, the Thomas Jefferson Building and 

the Supreme Court of the United States. The agency’s duties 

also include the care of more than 570 acres of grounds and 

thousands of treasured works of art.

The Capitol campus is home to more than 30,000 daily occupants, 

including the AOC’s workforce of more than 2,400 full-time 

employees and additional seasonal staff. The AOC team works 

behind the scenes, day and night, to provide Congress and the 

Supreme Court with the facilities and infrastructure to conduct 

their business. The historic, high-profile nature of many of its 

facilities creates a complex environment within which the AOC 

carries out its mission. The AOC provides professional expertise 

on the preservation of architectural and artistic elements 

entrusted to its care and recommendations concerning design, 

construction and maintenance of the facilities and grounds. The 

diverse workforce includes architects, carpenters, custodians, 

electricians, engineers, gardeners, historic preservation 

specialists, laborers, masons, mechanics, painters, planners, 

plasterers, plumbers, sheet metal workers, upholsterers, visitor 

service professionals, woodcrafters and other craftspeople. 

These artisans and professionals use a combination of cuttingedge techniques and centuries-old trade skills in the care and 

preservation of the Capitol campus. The Infographic: Architect 

of the Capitol Responsibilities displays the agency’s extensive 

mission responsibilities. Additional information on the workforce 

and the expertise it contains is available on the AOC website. See: 

www.aoc.gov/what-we-do/areas-expertise. 

The AOC completed a restoration and modernization project of the Cannon Building Caucus Room in FY 2022.
ARCHITECT OF THE CAPITOL 5 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

SECTION 1 • MANAGEMENT’S DISCUSSION & ANALYSIS

 

Infographic: Architect of the Capitol Responsibilities

FIGURE 6: Full-Time Employees by Location

Figure 6 provides the distribution of full-time employees by 

location. As shown, the combined full-time staff assigned to 

the three largest operating jurisdictions (i.e., those responsible 

for the U.S. Capitol and the Senate and House office buildings) 

totaled 1,187 employees at the fiscal year-end, more than 

48 percent of the agency’s total. The number of full-time AOC 

employees decreased by 49 (2 percent) from the prior fiscal 

year. While the majority of the agency’s staff is required to work 

on-site at the Capitol campus, the use of shared desk space and 

regular teleworking is allowed when possible as the agency 

evaluates its operational demands and future workforce needs.

* Positions under the “All Supporting Offices” category include the organizations supporting the AOC operating jurisdictions and also includes C-suite offices, 

such as the Office of the Chief Engineer, the Office of the Chief Administrative Officer, the Office of the Chief Security Officer and others.
ARCHITECT OF THE CAPITOL 6 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

SECTION 1 • MANAGEMENT’S DISCUSSION & ANALYSIS

Organizational Structure

The Architect of the Capitol

The Architect of the Capitol is both the name of the U.S. 

legislative branch agency responsible for the maintenance 

of the Capitol campus, as well as the title for the leader 

of the agency.3

 The AOC is organized around the Office 

of the Architect, a C-suite of executives and other offices, 

which together provide directed assistance to the agency’s 

jurisdictions. The AOC jurisdictions are the front-line 

service providers to Congress and the Supreme Court. 

This organizational structure maximizes efficiencies and 

effectiveness and enables the agency to deliver on its mission. 

Figure 7 presents the organization chart as of September 30, 

2022. The AOC’s organizational directory is available online at: 

www.aoc.gov/about-us/organizational-structure.

The Office of the Architect

The Office of the Architect provides an enterprise perspective 

and vision for the agency and helps the AOC navigate the legal, 

political and regulatory landscapes for the C-suite. The Office of 

the Architect includes the Architect of the Capitol, the Deputy 

Architect of the Capitol, the Chief of Staff, the General Counsel, 

the Legislative and Public Affairs Director and the Safety and 

Code Compliance Director. Additionally, the Equal Employment 

3 Throughout this report, the acronym “AOC” refers to the agency and not to the 

individual appointed to lead the agency. 

Opportunity Officials have a direct reporting relationship to 

the Architect, and the Inspector General and the Attending 

Physician operate independently while having administrative 

reporting relationships with the Architect of the Capitol. 

The Office of the Architect is funded by the AOC’s Capital 

Construction and Operations appropriation.

Architect of the Capitol

The AOC is led by the Architect of the Capitol. Appointed by 

the president and subject to Senate confirmation, the Architect 

of the Capitol serves a 10-year term. In addition to leading 

the agency, the Architect of the Capitol serves as the acting 

director of the U.S. Botanic Garden, as a member of the Capitol 

Police Board and the Congressional Accessibility Services Board 

and as an ex-officio member for the U.S. Capitol Preservation 

Commission and the National Building Museum. Additionally, 

the Architect of the Capitol is a member of the District of 

Columbia Zoning Commission, the President’s Advisory 

FIGURE 7: The AOC Organization Chart

Note: The dashed lines on the chart identify offices with split reporting relationships. The Office of Inspector General is an independent objective office within 

the Office of the Architect of the Capitol. The Inspector General reports to, and is under the general supervision of, the Architect of the Capitol. The Office of 

Attending Physician is an independent legislative branch office supported by the AOC.

Did You Know?

In April 2022, Architect of the Capitol J. Brett Blanton joined 

Senator Roy Blunt, author Ronald C. White, Ph.D. and 

the U.S. Capitol Historical Society to celebrate the 200th 

birthday of Ulysses S. Grant and the 100th anniversary of the 

Grant Memorial. 
ARCHITECT OF THE CAPITOL 7 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

SECTION 1 • MANAGEMENT’S DISCUSSION & ANALYSIS

Council on Historic Preservation, the National Capital Memorial 

Advisory Commission, the Art and Advisory Committee to 

the Washington Metropolitan Area Transit Authority and the 

National Institute for the Conservation of Cultural Property. 

Appendix A provides a list of the individuals who have served 

as the Architect of the Capitol.

The Deputy Architect of the Capitol (currently vacant) assists 

the Architect of the Capitol in running the agency. The Chief 

of Staff provides executive support to the Architect of the 

Capitol and the Deputy Architect of the Capitol and serves 

as the liaison to the Office of Inspector General and the U.S. 

Government Accountability Office (GAO).

The Equal Employment Opportunity (EEO) Officials support 

the commitment to providing a work environment free of 

discrimination and harassment. The office oversees agency 

efforts to promote an inclusive, respectful and civil workplace 

and enables supervisors and employees to proactively deal 

with conflict resolution. The Chief Administrative Officer is 

designated as the Equal Employment Opportunity officer.

The Office of Attending Physician (OAP) provides primary 

care, emergency, environmental and occupational health 

services in support of the congressional community, the 

Supreme Court, visiting dignitaries, pages, staff and tourists. 

The OAP operates multiple health units across the Capitol 

campus. More recently, the OAP has provided information to the 

congressional community regarding the COVID-19 pandemic. 

While the OAP is a separate legislative branch office and receives 

direction from the Attending Physician, the AOC provides 

administrative support to the OAP.

The Office of General Counsel (OGC) provides legal guidance 

on matters involving construction and service contracts, 

occupational safety and health, labor management and employee 

relations, environmental issues, new and proposed legislation, 

insurance and liability and property acquisition management. The 

OGC serves as the AOC’s supervising ethics office.

The Office of Inspector General (OIG), established by the 

Architect of the Capitol Inspector General Act of 2007, promotes 

the integrity, efficiency and effectiveness of operations 

and programs. The OIG conducts independent audits and 

investigations, reviews existing and proposed legislation and 

regulations, recommends policies to promote economy and 

efficiency and detects and prevents fraud and abuse. The OIG 

issues a semiannual report to Congress. The OIG reports are 

available online at: www.oversight.gov.

The Office of Legislative and Public Affairs is responsible for 

strategic communication initiatives, legislative affairs and media 

and community relations. The office oversees communications 

to Members of Congress and their staff and to external parties 

such as the press, government agencies and the public. The 

office also creates a variety of resources for agency stakeholders 

including graphics, videos, publications and web content.

The Office of the Chief Administrative Officer (OCAO)

provides administrative and business support and includes 

the AOC University; Curator Division; Diversity, Inclusion and 

Dispute Resolution (DI/DR) office; Human Capital Management 

Division (HCMD); Information Technology Division (ITD); Office 

Services Division; Policy and Special Programs Division and 

Supplies, Services and Logistics Division. The Curator Division is 

responsible for the care and conservation of the architectural, 

fine and decorative arts under the AOC’s stewardship and 

management of the agency’s Photography and Technical 

Imaging Branch and the Records Management and Archives 

Branch. See: www.aoc.gov/about-us/organizational-structure/

office-chief-administrative-officer.

The Office of the Chief Engineer (OCE) provides consolidated 

services to the AOC, including long-range facility planning, 

architectural and engineering design, historic preservation, 

and project, program and construction management. The 

office conducts Capitol campus master planning, building 

performance audits, retro-commissioning and facility 

condition assessments (FCA). The office manages an energy 

and sustainability program, provides project-funded, in-house 

construction services, supports critical Capitol campus systems 

and oversees the enterprise asset management (EAM) and 

building automation systems. See: www.aoc.gov/about-us/

organizational-structure/office-chief-engineer.

The Office of the Chief Financial Officer (OCFO) acquires 

and distributes resources that sustain the financial needs 

of the operational jurisdictions and central services of the 

AOC. The OCFO provides the core functions of budgeting, 

accounting, financial systems operations, ERM, program 

analysis and evaluation and enterprise data management. The 

office provides real-time financial analysis and information 

that promotes economy, builds evidence-based requirements 

and maximizes performance. See: www.aoc.gov/about-us/

organizational-structure/office-chief-financial-officer.

The Office of the Chief of Operations (OCO) oversees nine 

operational jurisdictions. Figure 8 displays the operational 

jurisdictions that report to the Chief of Operations. In this 

organizational structure, the operational jurisdictions are 

the “supported” elements within the AOC. Each jurisdiction is 

funded by a separate appropriation and is described in more 

detail below.

Appendix B lists the major facilities under the AOC’s 

stewardship and Appendix C highlights each operational 

jurisdiction’s FY 2022 accomplishments and FY 2023 priorities. 

The Office of the Chief Security Officer (OCSO) includes the 

Capitol Police Buildings, Grounds and Security jurisdiction and 
ARCHITECT OF THE CAPITOL 8 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

SECTION 1 • MANAGEMENT’S DISCUSSION & ANALYSIS

designates and provides oversight of the execution of securityrelated and sensitive facility and infrastructure projects. The OCSO 

is responsible for the maintenance, care and operation of the 

buildings, grounds and physical security enhancements of the U.S. 

Capitol Police, related campuswide physical security infrastructure 

and an off-site campus supporting all legislative branch agencies. 

The OCSO also coordinates interagency emergency preparedness 

and manages internal security programs and policies, including 

personnel suitability and badging, emergency management, 

continuity of operations, critical infrastructure and resiliency 

programs and the emergency management program. See: 

www.aoc.gov/about-us/organizational-structure/office-chiefsecurity-officer.

The Office of Safety and Code Compliance (SCC) is 

responsible for leading the AOC’s efforts to provide a worldclass safety culture, reduce injuries and incidents and ensure 

that the agency complies with safety, fire and environmental 

regulations. The office establishes safety, environmental 

and fire prevention and protection policy, oversees code 

and industry standard compliance and conducts oversight. 

It serves as the point of contact with regulatory agencies 

for occupational safety and health, fire protection and 

environmental matters.

Operational Jurisdictions 

 The Capitol Building jurisdiction is responsible for the 

care and stewardship of the U.S. Capitol Building. The 

jurisdiction’s services include carpentry, construction, 

custodial, electrical, elevator, heating and air conditioning, 

insulation, labor, masonry, painting, plumbing and sheet 

metal. It supports special events held on the Capitol 

campus (see: Figure 9) and manages the CVC’s facility 

maintenance. The jurisdiction supports programs related 

to occupational safety and health, sustainability, recycling 

and energy management and fire detection and protection 

management. The jurisdiction also manages the Capitol Flag 

Program, allowing citizens to request a flag that has been 

flown over the U.S. Capitol via their congressional offices. 

See: www.aoc.gov/about-us/organizational-structure/

office-chief-operations/capitol-building-jurisdiction.

 

 

FIGURE 8: The Office of the Chief of Operations

* The Chief Executive Officer for Visitor Services in charge of the U.S. Capitol Visitor Center reports administratively to the Architect of the Capitol but operates 

under the Chief of Operations.
ARCHITECT OF THE CAPITOL 9 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

SECTION 1 • MANAGEMENT’S DISCUSSION & ANALYSIS

 The Capitol Grounds and Arboretum jurisdiction 

maintains and preserves the historic landscape of the 

Capitol campus, designed by Frederick Law Olmsted. 

The grounds encompass 286 acres of landscape and 

infrastructure across Capitol Hill, including Union Square, 

the 13-acre site situated between the U.S. Capitol Building’s 

West Front and the National Mall. In FY 2022, the arboretum 

accreditation agency ArbNet upgraded the grounds — 

which include over 4,600 trees and approximately eight 

miles of roadways, 17 acres of parking lots and 16 miles 

of sidewalks — to a Level III arboretum. The jurisdiction 

provides professional grounds management services, 

vehicle and equipment maintenance, sustainable irrigation 

practices and masonry restoration and preserves historically 

and architecturally significant landscape elements and 

memorials. The jurisdiction also provides snow removal and 

trash collection across the Capitol campus. In addition, the 

jurisdiction supports major events, including presidential 

inaugurations, lying in state ceremonies, National Law 

Enforcement Officers Memorial services and the Capitol 

Christmas Tree selection and display. See: www.aoc.

gov/about-us/organizational-structure/office-chiefoperations/capitol-grounds-arboretum-jurisdiction.

 The Capitol Power Plant jurisdiction manages year-round 

power plant operations, providing and distributing steam 

and chilled water to heat and cool the U.S. Capitol Building 

and 22 other facilities on and around the Capitol campus. 

The jurisdiction also maintains the Cogeneration Plant, an 

administration building and the utility tunnel distribution and 

metering system. The power plant operates on a reimbursable 

basis for noncongressional facilities and procures electricity 

from commercial suppliers. See: www.aoc.gov/about-us/

organizational-structure/office-chief-operations/capitolpower-plant-jurisdiction.

 The House Office Buildings jurisdiction is responsible 

for the operation, maintenance and preservation of more 

than 5 million square feet of facility space, including the 

Cannon, Ford, Longworth, O’Neill and Rayburn House Office 

Buildings, underground garages, annexes and subways. 

The jurisdiction provides oversight for the facilities’ daily 

care, repairs and maintenance and performs client services, 

preventive maintenance, building inspector surveys, 

compliance issues abatement, energy savings initiatives 

and safety inspections. Managing the office and committee 

space for the Members of the U.S. House of Representatives 

and the biennial office move process for U.S. House 

Members are also duties of this jurisdiction. See: www.aoc.

gov/about-us/organizational-structure/office-chiefoperations/house-office-buildings-jurisdiction.

 The Library Buildings and Grounds jurisdiction is 

responsible for the life-cycle operation, maintenance, 

development and stewardship of the Library of Congress 

facilities and surrounding grounds. The jurisdiction’s 

real property assets span 4.4 million square feet of space 

and include: the Thomas Jefferson Building; John Adams 

Building; James Madison Memorial Building and the Special 

Services Facility Center on Capitol Hill; the Packard Campus 

for Audio-Visual Conservation in Culpeper, Virginia; the 

Library Collections Storage Facilities on the 100-acre campus 

at Fort Meade, Maryland; and other leased facilities. See: 

www.aoc.gov/about-us/organizational-structure/officechief-operations/library-buildings-grounds-jurisdiction.

 The Senate Office Buildings jurisdiction oversees office 

and committee space for the United States Senate. The 

jurisdiction is responsible for the management, operations, 

maintenance and preservation of over 3 million square feet 

of facility space, including the Russell, Dirksen and Hart 

Senate Office Buildings, the Daniel Webster Page Residence, 

the Senate Employees’ Child Care Center and off-site 

leased facilities housing Senate support organizations. The 

jurisdiction plans, designs and executes major construction 

and renovation projects, coordinates Senate office and 

committee moves, oversees operations for Senate food 

services, garage facilities and health and fitness, maintains 

pedestrian tunnels and subway systems between the 

Senate buildings and the U.S. Capitol Building, promotes 

sustainability and energy-reduction measures, ensures 

compliance with accessibility, environmental and safety 

standards and provides customer service to senators, 

staff and visitors to the Senate buildings. See: www.aoc.

gov/about-us/organizational-structure/office-chiefoperations/senate-office-buildings-jurisdiction.
ARCHITECT OF THE CAPITOL 10 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

SECTION 1 • MANAGEMENT’S DISCUSSION & ANALYSIS

 The Supreme Court Building and Grounds jurisdiction 

operates and maintains the Supreme Court of the United 

States and the Thurgood Marshall Federal Judiciary 

Building. The AOC is responsible for the structural and 

mechanical care and maintenance of the Supreme Court of 

the United States and its grounds. The AOC performs these 

responsibilities under the direction of the Marshal of the 

Supreme Court. Appropriations are provided to the AOC in 

the federal judiciary branch’s annual appropriation bill. The 

AOC provides care and maintenance, minor construction 

and capital project support in the Marshall Building to the 

Administrative Office of the U.S. Courts on a reimbursable 

basis. See: www.aoc.gov/about-us/organizationalstructure/office-chief-operations/supreme-courtbuildings-grounds-jurisdiction.

Did You Know?

In February 2022, the AOC awarded the contract for the first 

phase of the Supreme Court Interior Courtyard Stone Cleaning 

and Restoration Program. The program will restore the facility’s 

stone façade, which also serves to preserve and extend its 

life expectancy.

 The U.S. Botanic Garden jurisdiction oversees the 

maintenance, operation and construction of all USBG 

facilities, including the Conservatory, the Regional Garden, 

Pollinator Garden, the First Ladies Water Garden, the Rose 

Garden and the Bartholdi Fountain and Gardens. The 

jurisdiction is also responsible for the USBG administration 

building and a plant production and support facility 

with 34 greenhouse bays, outdoor nurseries and areas 

for storage and maintenance. The USBG is the steward 

of a diverse plant collection and provides educational 

programs, tours and exhibits. As a leader in plant 

conservation, the USBG was a founder of the Sustainable 

SITES Initiative (SITES®) to encourage sustainable 

landscaping. The Architect of the Capitol serves as acting 

director of the USBG and reports on its operations to 

Congress. See: www.aoc.gov/about-us/organizationalstructure/office-chief-operations/botanic-gardenjurisdiction and www.usbg.gov.

 The U.S. Capitol Visitor Center jurisdiction manages the 

CVC. The underground facility serves as the main visitor 

entrance to the U.S. Capitol Building and offers a welcoming 

and educational atmosphere for visitors to learn about the 

House, Senate and legislative process, as well as the history 

and development of the architecture and art of the U.S. 

Capitol. It houses exhibits, a restaurant, two orientation 

theaters, a large auditorium, two on-site gift shops and an 

online gift shop. More than 25 million people from around 

the world have visited the CVC since its opening in 2008. See: 

www.aoc.gov/about-us/organizational-directory/capitolvisitor-center-jurisdiction and www.visitthecapitol.gov.
ARCHITECT OF THE CAPITOL 11 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

SECTION 1 • MANAGEMENT’S DISCUSSION & ANALYSIS

FIGURE 9: Special Events at the AOC

 
ARCHITECT OF THE CAPITOL 12 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

SECTION 1 • MANAGEMENT’S DISCUSSION & ANALYSIS

Performance Highlights 

Strategic Planning Framework

The new Bridge Strategic Plan FY 2022–2025 maintains the 

existing strategic goals while also focusing on an agencywide 

transformation and incorporating multiple agency strategic 

objectives. It serves as an intermediary plan until the next fiveyear strategic plan is developed.

Strategic Goals

The Bridge Strategic Plan’s framework has been structured 

around the agency’s mission, vision and core values. The four 

strategic goals are:

 Strategic Goal 1: Maintain Awe-Inspiring Facilities 

addresses the agency’s stewardship of the structures and 

grounds of the Capitol campus. This goal ensures visitors to 

the Capitol campus and those who work within its facilities 

experience the grandeur of these historic treasures at their 

very best.

 Strategic Goal 2: Provide Extraordinary Services 

addresses the support the AOC provides to the prestigious 

occupants of our facilities in their critical mission to govern 

our country. In addition, the goal addresses service to visitors 

from across the nation and around the world in discovering 

and celebrating the symbolic core of American democracy 

on Capitol Hill. 

 Strategic Goal 3: Foster an Innovative and Empowered 

Workforce supports the AOC’s efforts to empower the 

agency staff members to exercise greater responsibility 

for their performance and proactively apply informed 

judgments and innovations in identifying resultsoriented solutions.

 Strategic Goal 4: Operate as One Team, Dedicated to 

One Mission supports and encourages collaboration 

among the AOC’s wide-ranging functions, jurisdictions 

and organizations.

The first two goals, Maintain Awe-Inspiring Facilities and 

Provide Extraordinary Services, are externally focused, guiding 

facilities maintenance, operational support, project delivery, 

preservation and client and visitor services. The next two goals, 

Foster an Innovative and Empowered Workforce and Operate 

as One Team, Dedicated to One Mission, are internally focused, 

concentrating on promoting employee engagement and 

accountability, as well as a culture of innovation, collaboration 

and safety. Section 2: Performance Information provides a 

complete discussion of the AOC’s performance results.

Operational KPIs

Operational KPIs represent the agency’s most critical 

operational metrics from the prior Strategic Plan. Table 4 shows 

the number of operational KPIs associated with each strategic 

goal and a summary of the FY 2022 results. The metrics, 

displayed in Tables 7 through 9, are organized by strategic goal. 

The performance highlights also include narrative summaries of 

major program and project results for each strategic goal.

TABLE 4: Operational KPIs

STRATEGIC GOAL

NUMBER OF 

OPER ATIONAL 

KPIs MET NOT MET

Strategic Goal 1: Maintain 

Awe-Inspiring Facilities 2 2 0

Strategic Goal 2: Provide 

Extraordinary Services 1 1 0

Strategic Goal 3: Foster an 

Innovative and Empowered 

Workforce

1 1 0

Strategic Goal 4: Operate as 

One Team, Dedicated to One 

Mission

0 N/A N/A

Strategic Objectives

The Bridge Strategic Plan includes new strategic objectives 

developed from the AOC’s organizational transformation 

initiatives defined in FY 2021. Accomplishing these objectives 

is critical to laying the foundation for the agency’s long-term 

success and providing a governance framework that supports 

effective management. Each strategic objective aligns with 

multiple strategic goals. The strategic objectives are identified 

in Table 5. 

The Bridge Strategic Plan includes 28 performance goals 

supporting the strategic objectives. Within these performance 

goals are strategic KPIs that assess progress toward the 

performance outcomes. The FY 2022 Agency Strategic 

Performance Plan includes 13 KPIs. Table 6 shows the number of 

performance goals and KPIs associated with each objective.

Data Validation and Verification

In accordance with the GPRAMA, the AOC strives to ensure 

the completeness, reliability and quality of all performance 

measurement data. The agency has the mechanisms in place 

to validate and verify the accuracy of information collected and 

reported. Validation and verification support the accuracy and 

reliability of performance data, reduce the risk of inaccurate 

data and provide a sufficient level of confidence that the 

information is credible. These efforts include internal agency 

assessments that address standards and procedures, data 
ARCHITECT OF THE CAPITOL 13 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

SECTION 1 • MANAGEMENT’S DISCUSSION & ANALYSIS

entry and transfer, data integrity, data quality, data limitations 

and oversight. Subject matter experts and agency executives 

conduct regular performance data meetings that provide 

an opportunity to put information in the hands of agency 

managers. This shared knowledge allows the AOC to assess the 

quality and reliability of its performance information. Section 2: 

Performance Information provides a complete discussion of 

the AOC’s data validation and verification processes, as well as 

performance results.

TABLE 5: Strategic Objectives

OBJECTIVE DESCRIPTION

AOC University

AOC University will expand development and training opportunities in areas that are important to 

meeting the AOC’s mission, while also supporting employee development of knowledge, skills and 

career advancement. This effort will foster individual and organizational learning that maximizes 

performance and supports employees in achieving their career goals.

Building Official

The Building Official will ensure building code and safety and environmental industry standards 

are applied to AOC facilities for project execution. The Building Official will also ensure safe and 

effective construction and maintenance efforts across the AOC and provide final approval for 

project occupancy.

Cultural Behaviors Transformation

This effort will encourage a culture in which employees and customers experience the AOC as a 

“best place” in the federal government. This objective emphasizes the AOC’s values and empowers 

personnel at every level to practice those values every day. This objective enables us to Foster an 

Innovative and Empowered Workforce who will and can Provide Extraordinary Services and Operate 

as One Team, Dedicated to One Mission.

Enterprise Asset Management

Enterprise Asset Management (EAM) will provide a thorough asset management strategy to inform 

AOC priorities and provide for data-driven fiscal decision-making. Once implemented, EAM will allow 

the AOC to proactively manage maintenance strategies, mitigate obsolescence, restore reliability, 

reduce long-term costs and forecast resource requirements.

Human Capital Strategy

The Human Capital Strategy will provide proactive workforce planning and collaboration between 

the HCMD and AOC organizations to address skill gaps and ensure workforce readiness. This objective 

ensures that the AOC attracts, hires, develops, retains, engages, promotes and rewards its employees 

through progressive strategies that support and advance the AOC’s mission and strategic goals.

Vision 2100 Master and 

Strategic Plans

This strategic objective establishes the perspective for the Capitol campus for the next century by 

incorporating best practices from futurists, visionaries and urban planning experts. Once completed, 

Vision 2100 will serve as a visionary framework that will drive the Capitol Complex Master Plan (CCMP). 

The CCMP will provide the 20-year, enterprise-level guidance that will inform the AOC Strategic Plan and 

execute the objectives of Vision 2100. This objective enables the AOC to Maintain Awe-Inspiring Facilities 

and Operate as One Team, Dedicated to One Mission.

TABLE 6: Performance Goals and Key Performance Indicators

STRATEGIC OBJECTIVE

NUMBER OF 

PERFORMANCE 

GOALS MET NOT MET

NUMBER OF 

STR ATEGIC 

KPIs MET NOT MET

AOC University 3 2 1 2 2 0

Building Official 3 2 1 N/A N/A N/A

Cultural Behaviors 

Transformation 4 3 1 N/A N/A N/A

Enterprise Asset 

Management 5 2 3 2 0 2

Human Capital Strategy 7 7 0 5 0 5

Vision 2100 Master and 

Strategic Plans 6 5 1 4 0 4
ARCHITECT OF THE CAPITOL 14 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

SECTION 1 • MANAGEMENT’S DISCUSSION & ANALYSIS

Strategic Goal 1

Maintain Awe-Inspiring Facilities

The strategic goal to Maintain Awe-Inspiring Facilities focuses 

on the agency’s stewardship of the Capitol campus and the 

assets entrusted to its care. This strategic goal addresses 

the agency’s core facilities maintenance, stewardship and 

sustainability responsibilities, while also ensuring a safe, healthy 

and secure environment through the efficient use of resources, 

integrated facility planning and sustainable practices. As shown 

in Table 7, there are two operational KPIs associated with this 

strategic goal. These operational KPIs track the sustainability 

and facility conditions of major buildings on the Capitol campus. 

The agency met its targeted operational performance for both 

of the operational metrics.

In addition, the following narratives spotlight key FY 2022 

accomplishments aligned with this strategic goal:

Capital Project Delivery

Cannon Renewal: Phase 3 of the Cannon House Office Building 

renewal is nearly complete, as is the design review and award 

for the final phase of the project (Phase 4). Notable Phase 3 

accomplishments included the ongoing construction of a 

TABLE 7: Maintain Awe-Inspiring Facilities Operational KPIs

OPERATIONAL KPI FY 2017 FY 2018 FY 2019 FY 2020 FY 2021

F Y 2022 

TARGET

F Y 2022 

RESULTS

Reduce Cumulative Energy 

Intensity Use. Reduce energy use 

across the Capitol campus.

35.0%

Met

34.0%

Not Met

47.9%

Met

50.8%

Met

48.8%

Met ≥44.0% 48.3%Met

Facility Condition Index (FCI).

Reduce the percent of major 

buildings in poor or fair condition.

48.1%

No Target 

Set

40.7%

No Target 

Set

44.4%

No Target 

Set

48.1%

Not Met

55.6%

Not Met ≤55.6% 51.9%Met

Related Enterprise-Level Risks:

 Physical Security

 Deferred Maintenance and Capital Renewal

 Life Cycle Project Management

Related Strategic Objectives:

 Building Official

 Enterprise Asset Management

 Vision 2100 Master and Strategic Plans

The AOC completed the restoration of the Russell Senate Office Building Courtyard as part of the Russell Exterior Envelope 

Project. The project also addressed ADA-accessibility issues within the space.
ARCHITECT OF THE CAPITOL 15 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

SECTION 1 • MANAGEMENT’S DISCUSSION & ANALYSIS

new fifth floor, completion of the Veterans’ Affairs Hearing 

Room upgrades and the restoration and modernization of the 

Cannon Caucus Room. Following independent assessments 

of project costs by the Office of Inspector General, the AOC 

pursued recovery of unallowable reimbursements. The AOC 

also improved cost estimating methodologies to mitigate risks 

to cost and schedule due to pandemic-related cost escalations, 

material inflation costs, supply chain delivery issues and labor 

shortages. See: Infographic: Cannon Renewal Project Phases

and Capitol Highlights: Cannon Renewal.

CVC Exhibition Hall Update: The AOC completed a major 

redesign and renovation of Exhibition Hall, the CVC’s 16,500 

square-foot exhibition space, which included updating 

interpretive material and content, gallery and lighting design, 

programming and communications. The AOC also launched 

an audience evaluation program to aid in developing the 

hall’s content. Exhibition Hall, which had closed in March 2020 

for the renovation, reopened to the public in August 2022, 

featuring new interactive and immersive content designed 

to educate visitors about Congress and the notion of “We the 

People.” Critical elements of the redesign were the creation of 

a new Special Exhibits Gallery that roughly doubled the square 

footage previously available for temporary exhibits, as well as 

the expansion and improvement of audiovisual content. 

Russell Exterior Envelope Project: The AOC continued work 

on the third and final sequence of the project to preserve 

exterior stone, wood-framed windows and glazed doors of 

the historic Russell Senate Office Building. The project scope 

also included rehabilitating the balcony flooring, balustrades 

and chimneys; mitigating life-safety hazards; and improving 

infrastructure systems for greater efficiency. In FY 2022, the AOC 

completed stone cleaning and restoration, window restoration 

and scaffolding removal on the west side of the building and 

the building rotunda. The project is expected to be substantially 

completed in December 2022.

U.S. Botanic Garden Production Facility Renewal: The 

AOC finalized the program of requirements and awarded the 

schematic design contract for the USBG Production Facility 

Renewal, an ambitious project to replace the greenhouses, 

upgrade infrastructure, add a quarantine greenhouse and create 

an education center and an urban agriculture demonstration 

farm. The design phase of this project began with a base 

contract for a state-of-the-art, sustainable Production Facility 

that will better house living plant collections and provide a safer 

work environment for AOC employees.

Preservation Projects and Initiatives

Capitol Exterior Preservation — Stone and Metal: The 

AOC continued work on Phase 3 of this project, which aims 

to preserve and restore the U.S. Capitol‘s deteriorating stone 

façade and architectural metals. This fiscal year, the AOC 

continued scaffolding installation allowing for the removal 

of paint from the original sandstone and limestone face. Paint 

removal prepared the building for the start of stone repair. 

This fiscal year, the project work included restoration of metal 

railing, removal of existing bird deterrent material and cleaning 

and consolidation of stone. During this phase, the upper west 

terrace was closed, impacting occupant use and special events. 

See: Appendix D for a summary of the AOC‘s major stone repair, 

façade and preservation projects.

Capitol Plaster and Paint Conservation: The AOC began 

a phased project to repair plaster and restore paint finishes 

in the U.S. Capitol Building’s second floor south and west 

corridors. After decades of repainting, the weight of multiple 

paint layers caused the plaster to deteriorate. For each phase, 

the AOC will temporarily relocate all art, furniture, sculptures 

and chandeliers and construct scaffolding and containments. 

Analysis of the paint used during past finishes and coordination 

of the new paint schemes with Senate leadership will ensure 

historically appropriate restoration. All work of the first phase 

was completed during off-hours to minimize noise and 

disruptions. The restoration is expected to be completed by 

spring 2023.

Infographic: Cannon Renewal Project Phases
ARCHITECT OF THE CAPITOL 16 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

SECTION 1 • MANAGEMENT’S DISCUSSION & ANALYSIS

Olmsted Landscape Preservation: The AOC continued its 

efforts to restore and preserve the historic hardscape features 

on the U.S. Capitol Grounds, originally designed by Frederick 

Law Olmsted between 1874 and 1892. The project involved 

cleaning and restoring the original bronze, replacing the 

glass, cleaning the stonework, producing replica metalwork, 

improving the lighting and repairing the Summerhouse. See: 

Capitol Highlights: Olmsted 200th Anniversary.

Thomas Jefferson Building Mural Conservation: The AOC 

continued the Thomas Jefferson Building Mural Conservation 

project, which included the restoration of the Pompeiian 

panels of the virtues by the artist George W. Maynard on the 

second floor of the Great Hall. Further work included removing 

overpaint, stabilizing areas of paint loss, compensating losses 

with fills and inpainting and applying glazing.

Supreme Court Bronze Restoration: The AOC restored the 

historical bronze flagpole bases and lamppost fixtures at the 

Supreme Court of the United States. The process removed layers 

of pollution and remediated the visible impact of oxidation, 

weather and aging, which had obscured the architectural details.

Facilities Maintenance

Deferred Maintenance Management: The deferred 

maintenance and capital renewal backlog has been a 

recurring challenge for the AOC. This fiscal year, following EAM 

recommendations, the AOC piloted a Uniformat Level 5 FCA 

of several facilities.4

 These FCAs provide an additional degree 

of detail that assists with work identification, prioritization 

4 Uniformat is a scalable construction industry standard catalog for FCAs and 

construction cost estimating. Level 5 is a granular level.

Olmsted 200th Anniversary

The year 2022 marks the 200th anniversary of the birth 

of Frederick Law Olmsted, the renowned 19th-century 

landscape architect who designed and expanded the U.S. 

Capitol Grounds. Regarded as the founder of American 

landscape architecture, Olmsted completed hundreds of 

landscape projects — including New York City’s Central 

Park — in addition to his work on the Capitol Grounds 

from 1874 to 1892.

To commemorate Olmsted 200, a national campaign 

honoring Olmsted’s legacy, the Capitol Grounds and 

Arboretum jurisdiction collaborated with the CVC 

on a new video tour of the U.S. Capitol Grounds, 

educational programs, discussions and demonstrations 

spotlighting unique elements of his designs, including 

the Summerhouse, hardscape features and historic trees. 

The AOC’s Urban Forester, Melissa Westbrook, presented 

a joint paper to a National Park Service symposium for an 

audience consisting of academia, landscape architects and 

historians. The presentation, titled “Finding Olmsted in 

the Restoration of the U.S. Capitol Grounds,” highlighted 

the challenges, unexpected findings and applications of 

a complex process that integrates archival research with 

current geospatial data for analyzing the integrity of the 

historic design and planning for future plantings.

In FY 2022, preservation efforts included restoring and 

returning the Olmsted bronze lanterns to the lower 

portions of the Olmsted wall, restoring an Olmsted iron 

lamppost that was damaged on January 6, 2021, and 

performing critical repairs to historic masonry. These 

successes exemplify the AOC’s efforts to preserve its 

historic assets for future generations.

www.visitthecapitol.gov/celebrating-capitol-grounds

CAPITOL HIGHLIGHTS

A paintings conservator conducts work on a 

ceiling mural, part of the Thomas Jefferson 

Building Mural Conservation project that was 

completed in FY 2022.
ARCHITECT OF THE CAPITOL 17 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

SECTION 1 • MANAGEMENT’S DISCUSSION & ANALYSIS

and tracking. The Line Item Construction Program (LICP) 

also facilitates the identification and prioritization of needed 

projects for congressional funding consideration. In conjunction 

with this program, a project charter process identifies the LICP 

project requirements as early as possible. 

Utility Tunnel Repairs and Waterproofing: The buildings on 

the Capitol campus receive utility services through a network of 

underground tunnels. Within the utility tunnels, deteriorating 

concrete and piping components need urgent, immediate 

repairs to reduce the risk of tunnel failure, groundwater 

infiltration, and to avoid interruptions of electrical, water, 

steam and communications services to the Capitol campus. To 

remediate these issues, the AOC is continuing a multiyear effort 

to repair the utility tunnels, including the refurbishment of 

concrete utility vaults that address water leakage and awarded 

a long-term service contract for the maintenance, repair and 

operations support of the tunnel distribution system.

Facilities Operations

Level III Arboretum Accreditation: The U.S. Capitol 

Grounds and Arboretum attained an accreditation upgrade 

from Level II to Level III through ArbNet, a global network 

of arboreta. ArbNet created its Arboretum Accreditation 

Program to establish and share a set of industry standards. The 

accreditation upgrade was achieved in part by formalizing the 

arboretum management program, increasing collaboration 

with other professional organizations and creating 

opportunities to educate the public and the Capitol Hill 

community about the importance of the arboretum and urban 

forests. The AOC is now one of only 44 institutions worldwide 

to attain this prestigious Level III accreditation.

Building Retro-Commissioning: The AOC expanded its 

energy conservation and sustainability programs by retrocommissioning several buildings on the Capitol campus. 

Retro-commissioning is the systematic process for investigating, 

analyzing and optimizing existing building equipment and 

system performance through operational and maintenance 

improvement measures. In FY 2022, the AOC focused on 

retro-commissioning HVAC systems in the CVC, Rayburn and 

Longworth House Office Buildings and the Dirksen and Russell 

Senate Office Buildings.

Utility Master Plan: The AOC continued the development of a 

Utility Master Plan for the Capitol campus. The plan will include 

a comprehensive assessment of current utility equipment 

conditions and technical solutions to improve energy resilience 

and reduce energy costs and the environmental impact of 

Capitol campus operations. An advisory panel of national 

experts was convened to review the technical assessments and 

develop recommendations. The completed plan will inform 

Vision 2100 and the next 20-year CCMP.

Energy Reduction: The AOC continued its commitment 

to reducing energy consumption through energy savings 

performance contract projects (ESPC) at the Library Buildings 

and Grounds jurisdiction and various capital renewal and 

sustainability initiatives. The construction on the ESPC at the 

Library of Congress was completed this fiscal year; it replaced 

fluorescent lights with LEDs, installed a new lighting control 

system, updated aging HVAC systems and replaced water 

fixtures and transformers. Additional accomplishments this 

fiscal year included significant progress on the Capitol Power 

Plant’s Refrigeration Plant Revitalization project, initiation of 

an energy efficient geothermal heating and cooling system 

at the Senate Underground Garage and retro-commissioning 

projects for the HVAC units in the Rayburn and Longworth 

House Office Buildings, the CVC and the Russell and Dirksen 

Senate Office Buildings. The AOC’s initiatives resulted in a 

48.3 percent decrease in energy intensity, exceeding the 

44 percent target.

Did You Know?

The AOC completed a stormwater management project at 

the Capitol Power Plant that includes subterranean rainwater 

detention, helping to meet current D.C. Department of Energy 

and Environment standards.

An AOC mason cleans the fountain along the 

West Front of the U.S. Capitol Building, part of the 

ongoing Capitol Exterior Preservation — Stone and 

Metal project.
ARCHITECT OF THE CAPITOL 18 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

SECTION 1 • MANAGEMENT’S DISCUSSION & ANALYSIS

Strategic Goal 2

Provide Extraordinary Services

The AOC’s strategic goal to Provide Extraordinary Services is 

intended to ensure the proactive delivery of professional and 

integrated services that exceed client and visitor expectations. 

This goal addresses the core function of supporting Congress 

and the Supreme Court, as well as providing visitor services 

for the public and internal support services for the agency’s 

business units. As shown in Table 8, there is one operational

KPI associated with this strategic goal. In FY 2022, the agency 

met its targeted performance for the operational KPI measuring 

customer satisfaction with construction projects.

In addition, the following narratives spotlight key FY 2022 

accomplishments aligned with this strategic goal:

Visitor Services

Resumed Public Access to the CVC and USBG: The CVC and 

USBG Conservatory reopened to the public after more than 

two years of closure due to the COVID-19 pandemic. The CVC 

took a phased approach. Starting in late March 2022, limited 

TABLE 8: Provide Extraordinary Services Operational KPI

OPER ATIONAL KPI FY 2017 FY 2018 FY 2019 FY 2020 FY 2021

FY 2022 

TARGE T

FY 2022 

RESULTS

Customer Satisfaction With 

Projects. Maintain high customer 

satisfaction with projects.

92.4%

Met

94.7% 

Met

95.9%

Met

95.0%

Met

94.9%

Met ≥ 90.0% 96.4%Met

Related Enterprise-Level Risks:

 Expectation (External Communications)

Related Strategic Objectives:

 Building Official

 Enterprise Asset Management

 Cultural Behaviors Transformation

AOC contractors install a preliminary study for “The Apotheosis of Washington” mural by Constantino Brumidi, part of a new 

exhibit at the CVC’s Exhibition Hall. The AOC completed a major redesign and renovation of Exhibition Hall, which reopened to 

visitors in FY 2022.
ARCHITECT OF THE CAPITOL 19 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

SECTION 1 • MANAGEMENT’S DISCUSSION & ANALYSIS

in-person tours were allowed for student groups and those 

led by Members of Congress and their staff. Then, in late May, 

the CVC expanded in-person tours to ticketed visitors, while 

increasing the operational hours for the facility. Visitors to the 

CVC were greeted with new and enhanced tour experiences 

and a newly renovated Exhibition Hall featuring interactive 

and immersive programming. The USBG Conservatory fully 

reopened to the public in April 2022, with new exhibits, 

renovated garden spaces and improved accessibility. The 

opening exhibit, “Cultivate: Growing Food in a Changing World,” 

is the largest USBG exhibit to date, occupying numerous indoor 

and outdoor spaces. As shown in Figure 10, this fiscal year, the 

CVC and USBG welcomed approximately 317,000 and 502,000 

visitors, respectively. See: Capitol Highlights: Capitol Campus 

Reopened for Visitors.

Expanded Educational Programs: The AOC continued to 

expand its on-site and virtual learning opportunities. At the CVC, 

agency staff developed four new synchronous online student 

program modules that were delivered to classrooms across 13 

states and the Republic of Ireland. The on-site student program 

“VOTE!” was adapted into an online interactive learning module, 

teaching students about the legislative process through active 

participation and role-play. The CVC also published online 

video tours spotlighting the U.S. Capitol Grounds in celebration 

of Frederick Law Olmsted’s 200th birthday. At the USBG, the 

education team continued to extend its reach through online 

programs reaching all 50 states and Washington, D.C., plus 27 

countries. The USBG staff expanded its virtual field trip program 

from the Washington, D.C. metropolitan area to Title 1 schools 

in Maine and West Virginia. The USBG also collaborated with the 

National Center for Appropriate Technology to offer urban farm 

training for military veterans, implementing a hybrid format with 

online classes and in-person farm visits in Baltimore, Maryland.

Hosted Outdoor Holiday Display: With the USBG Conservatory 

closed during the holiday season due to the COVID-19 pandemic, 

the USBG developed and installed its popular annual holiday 

display in the outdoor gardens adjacent to the Conservatory. The 

holiday exhibit included model trains circulating through global, 

agriculture-themed displays made from plant materials, multiple 

displays of poinsettias and plant-based models of D.C. landmark 

buildings in Conservatory window displays, holiday decorations 

and lights. The holiday show featured a new pop-up gift shop 

operated by a local small business in collaboration with the 

Friends of the U.S. Botanic Garden. The well-received gift shop 

was followed by an exhibit-related shop in the West Gallery once 

the Conservatory reopened.

Online Gift Shop: The CVC continued its successful online gift 

shop operations to improve accessibility to Capitol-related 

merchandise, such as commemorative books, office décor, 

educational products and apparel. All products sold through the 

gift shop are made-in-the-USA. To explore the online gift shop, 

visit: https://shop.visitthecapitol.gov.

Client Services

Supported Special Events: The AOC supported multiple special 

and high-profile events throughout the fiscal year. Prominent 

events included the State of the Union address, lying in state 

ceremonies for the Honorable Robert J. Dole, the Honorable 

Harry M. Reid and the Honorable Donald E. Young, lying in honor 

ceremony for Medal of Honor recipient Hershel “Woody” Williams, 

the virtual address to Congress by Ukrainian President Volodymyr 

Zelenskyy in the Congressional Auditorium, and a first-of-itskind town hall event, “Live from the Capitol: January 6th, One 

Year Later,” in which the president and vice president addressed 

the nation from National Statuary Hall. Support for these events 

included conceptual layouts and designs, room setups and 

seating logistics while exercising COVID-19 precautions. See: 

Figure 9: Special Events at the AOC.

Did You Know?

The AOC has produced a podcast, “Shaping History: Women 

in Capitol Art,” honoring women featured in U.S. Capitol 

sculptures and paintings who have shaped American history. 

The podcast features curators, historians, artists, descendants 

of honored subjects and eyewitnesses that animate the stories 

behind the women and the art that depicts them.

Provided Support for Congressional Hearings: The AOC 

supported various congressional hearings this fiscal year, 

including the Senate’s Supreme Court Justice nominee hearings 

and the House of Representative’s January 6th Select Committee 

hearings. AOC staff completed extensive advance preparations 

for the hearings and provided seamless logistical and audiovisual 

support for live television coverage of the events.

 

FIGURE 10: Capitol Campus Visitation

The six-year average is impacted by the temporary closure of the Capitol 

campus to the public due to the COVID-19 pandemic from March 2020 

until March 2022.
ARCHITECT OF THE CAPITOL 2 0 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

SECTION 1 • MANAGEMENT’S DISCUSSION & ANALYSIS

Improved Accessibility on the Capitol Campus: The AOC 

embarked on several projects to remediate the Americans 

with Disabilities Act (ADA) deficiencies identified by the 

Office of Congressional Workplace Rights to provide the 

greatest accessibility feasible on the Capitol campus. Notable 

accomplishments include the design, fabrication and installation 

of two custom lifts at the U.S. Capitol’s Senate Chamber dais 

to provide ADA-compliant wheelchair access from the floor to 

the intermediate and upper levels. The AOC also continued to 

improve physical accessibility throughout the Capitol campus 

by installing and renovating ramps, sidewalks and curb cuts 

and installing accessible entrances in the House and Senate 

office buildings, along with ADA-related construction in the 

northeast quadrant of Capitol Square. See: Capitol Highlights: 

An Accessible Capitol Campus.

Automated Service Requests: Following client concerns over 

support timeliness, the AOC successfully piloted an automated 

email confirmation process for facility work order requests and 

instituted client feedback surveys. The agency also created 

metrics for facility work order performance. In FY 2022, the AOC 

maintained a 95 percent on-time work order resolution rate.

Completed the Senate Food Service Master Plan Study: 

The AOC coordinated the master plan study that analyzed all 

Senate food venues to improve service and operations, while 

developing options to modernize dining areas, kitchens and 

catering services in the Senate office buildings and the Senate 

side of the U.S. Capitol. The master plan study focused on 

designing food service facilities in the Dirksen Senate Office 

Building and the U.S. Capitol.

Prepared for Congressional Office Moves: The AOC began 

preparations for the congressional office moves associated 

with the November 2022 elections and the swearing in of the 

118th Congress. The agency instituted new programs to better 

coordinate with each Member office and committee. The online 

suite selection tool for the Senate received further upgrades 

to assist with moves. In addition, the jurisdiction worked with 

the House Office Building Commission on a new hallway policy 

codifying the rules for Member offices and committee spaces.

Began Developing Service Level Standards: The AOC began 

a pilot project to develop quantifiable standards of service, 

beginning with custodial and grounds management services. 

These standards will help identify the various categories 

of spaces the AOC is responsible for and provide a unified 

approach to delivering services based on industry benchmarks 

and best practices, thus improving transparency and 

accountability by linking agency resources with performance 

outcomes. The defined service levels will be incorporated 

into agreements that support stakeholder expectation 

management, risk management and resource planning.

Implemented COVID-19 Prevention Measures: The AOC 

responded quickly to detect and prevent the rapidly spreading 

COVID-19 omicron variant by distributing more than 26,000 

COVID-19 rapid antigen test kits and more than 20,000 masks to 

the Capitol campus community. 

Internal Customer Services

Employee Assistance Programs: The AOC continued to 

offer an Employee Assistance Program (EAP) to support the 

emotional and physical well-being of all employees and 

ensure a safe, secure and caring work environment. The AOC 

offers free and confidential emotional support services to all 

employees through the Employee Assistance Program. The 

program provides access to trained counselors, including a 24/7 

telephone counseling support service delivered by qualified 

behavioral health professionals.

Implemented Robotic Process Automation: To improve the 

prompt payment of invoices and streamline accounts payable 

operations, the AOC used robotic process automation (RPA) to 

issue invoice notifications to contracting officer representatives 

and provide invoice-to-payment validations. The automation 

of these processes enabled the accounting staff to perform 

more complex analyses and promoted timely vendor 

payment practices.

Since 1964, the AOC has erected and decorated 

a Capitol Christmas Tree on the West Front Lawn 

of the U.S. Capitol Building to celebrate the 

holiday season.
ARCHITECT OF THE CAPITOL 21 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

SECTION 1 • MANAGEMENT’S DISCUSSION & ANALYSIS

Strategic Goal 3

Foster an Innovative and Empowered Workforce

The AOC’s strategic goal to Foster an Innovative and Empowered 

Workforce is intended to cultivate an organizational culture 

that attracts, develops and retains exceptional employees. It is 

also intended to encourage employee innovation and advance 

inclusive, staff-oriented programs and processes to accomplish 

the agency’s mission. This goal encourages the organization 

to embrace change through accountability, outstanding 

leadership and continuous improvement. As shown in Table 9, 

there is one operational KPIs associated with this strategic goal. 

In FY 2022, the agency met its targeted performance for this 

operational metric.

In addition, the following narratives spotlight key FY 2022 

accomplishments aligned with this strategic goal: 

Maximized Telework and Workplace Flexibilities: The 

AOC continued supporting a telework option where possible 

to reduce the risk of employee exposure to COVID-19 in the 

workplace while maintaining productivity. The agency further 

revised its telework policy to provide supervisors the ability to 

extend telework options to all employees with suitable duties. In 

addition, the AOC implemented hybrid work schedules allowing 

for one-on-one meetings and team gathering opportunities 

to foster an inclusive environment, especially for new staff. The 

positive impact of these flexibilities on employee morale and 

retention led to their permanent adoption.

Enhanced Training: The AOC continued to develop training 

programs that provide employees with the necessary skills 

TABLE 9: Foster an Innovative and Empowered Workforce Operational KPI

OPER ATIONAL KPI FY 2017 FY 2018 FY 2019 FY 2020 FY 2021

FY 2022 

TARGE T

FY 2022 

RESULTS

External Safety Inspection 

Findings. Reduce the safety 

findings identified by the Office of 

Congressional Workplace Rights.

1,003

No target set

1,219

No target set

1,805

No target set

1,492

Not Met 

2,050

Not Met

<1,247 

(average of 

the prior six 

years)

876

Met

Related Enterprise-Level Risks:

 Manager-Employee Engagement Expectations

Related Strategic Objectives:

 AOC University

 Cultural Behaviors Transformation

 Human Capital Strategy

An AOC employee carefully removes original brickwork from the Summerhouse fountain as part of critical repairs to historic 

masonry across the U.S. Capitol Grounds.
ARCHITECT OF THE CAPITOL 2 2 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

SECTION 1 • MANAGEMENT’S DISCUSSION & ANALYSIS

and knowledge to meet the agency’s mission needs. Training 

programs were enhanced in the following areas:

 Project Delivery — Employees supporting project delivery 

attended a two-day session on project management 

processes, procedures, resources and support.

 Power Plant Operations — Capitol Power Plant 

employees received specialized technical training on a 

broad range of subjects including high-voltage electrical 

equipment, hazardous materials and environmental 

management systems.

 Safety — The AOC provided 305 safety classes to more than 

1,400 employees. The safety training covered topics such as 

lockout/tagout, scaffolding and asbestos awareness. 

 Visitor Services — For CVC staff, a new two-part training 

session on world-class service was developed and delivered, 

focusing on communication, service skills and ways to create 

memorable experiences for visitors.

 Cross-Training — Cross-training and job rotation 

opportunities at the Senate Office Buildings jurisdiction 

allowed staff to learn additional skills, ensured staffing for 

24/7 operations and eased COVID-19-related staffing issues.

Expanded Career Advancement Opportunities: To address 

ongoing skills and labor shortages, the AOC expanded 

employee development opportunities through career ladder 

positions. New specialist positions included a Plant Health 

Specialist, Facility Project Manager, Purchasing Agent and 

Electrician Helper. The agency also offered detail opportunities 

and apprenticeships to provide hands-on training, instruction 

and increased exposure for career opportunities. 

Improved Technology Infrastructure: The AOC continued 

to develop systems and adopt commercial applications that 

facilitate teleworking productivity and improve on-site task 

efficiency. While many of these improvements addressed the 

COVID-19-related challenges, they will provide far-reaching and 

long-term enhancements to the AOC’s efficiency in meeting its 

mission. Examples include:

 Development of an improved procurement approval system 

for the Capitol Power Plant. The system interfaces with the 

AOC’s computerized maintenance management system to 

store requisition files in a shared location and automatically 

route documents for approval.

 Acquisition of Drawbase Software, an interactive computeraided design and database application that provides a 

comprehensive visual representation of building systems. 

The software improves emergency response times and 

enables simulations for response plans.

 Implementation of an online scheduling system at the USBG 

to streamline employee shift assignments, allowing for faster 

and more efficient scheduling.

 Piloting of a new cost estimating software, CostOS, to 

improve cost estimate development and improve tracking 

and benchmarking.

 Implementation of an occupational health software, 

Cority, to improve safety programs, simplify workplace 

safety management, support risk prediction and help 

prevent injuries.

Strategic Partnerships: The AOC prioritizes strong partnerships 

with other organizations that enhance the agency’s ability to 

achieve its mission, engage with professional communities and 

shape successful cultures of safety, efficiency, conservation 

and empowerment. This fiscal year, the USBG continued its 

collaboration with the American Public Gardens Association 

on an Urban Agriculture Resilience Program to support urban 

agriculture, community gardening and educational programs. 

The USBG also continued its relationship with the National 

Center for Appropriate Technology to offer Armed to Urban 

Farm training for military veterans.

Established Communities of Practice: The AOC established 

Communities of Practice to promote knowledge sharing and 

workforce empowerment. Communities of Practice are groups 

of AOC personnel who share a common trade, craft, profession 

or set of work-related responsibilities, independent of office 

or jurisdiction.
ARCHITECT OF THE CAPITOL 2 3 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

SECTION 1 • MANAGEMENT’S DISCUSSION & ANALYSIS

Strategic Goal 4

Operate as One Team, Dedicated to One Mission

The AOC’s strategic goal to Operate as One Team, Dedicated to 

One Mission promotes a culture of learning, collaboration and 

teamwork that enhances the agency’s overall effectiveness. 

Agency cooperation allows the AOC to simultaneously reduce 

costs and improve efficiency. There are no KPIs associated with 

this strategic goal this fiscal year. 

The following narratives spotlight key FY 2022 accomplishments 

aligned with this strategic goal:

Continued Energy Conservation Efforts: The AOC’s Energy 

Manager Working Group, now in its 12th year, continued 

ensuring the agency meets energy conservation targets. The 

AOC completed an energy audit summary report in FY 2022 

that outlines how the agency uses audits to support energy 

performance improvements and adopt new clean energy 

technology. Additionally, the agency neared completion of its 

Utility Master Plan, helping to validate the feasibility of long-term 

energy conservation and sustainability goals. The Utility Master 

Plan will provide valuable input to Vision 2100 and other plans.

Enterprise Risk Management: Following the results of an ERM 

survey that identified agency risks, the AOC’s newly established 

Risk and Control Working Group prioritized the results and 

refreshed the agency’s risk profile. The ERM program profiled nine 

enterprise-level risks with cybersecurity, physical security and 

deferred maintenance and capital renewal being the top three.

Consolidated Policies and Procedures: The AOC established 

the Policy and Special Programs Division to support offices and 

jurisdictions in developing policies and standard operating 

procedures that guide daily operations. The AOC continued 

to consolidate and update agency policies and procedures 

to streamline guidance and promote common bodies of 

knowledge. Policies completed this fiscal year cover COVID-19 

workplace safety and expanded employee telework.

Continued Safety Self-Inspection Program: To promote safety 

as a workplace culture, one of the AOC’s core values, the agency 

further developed the safety self-inspection program, an initiative 

aimed at reducing injuries and illnesses. The self-inspection 

program also addresses noncompliance with fire, life-safety, 

occupational safety and health and accessibility codes. The selfinspection program includes tools for employees to easily identify, 

report and correct observed hazards on-site using a mobile 

app. The AOC implemented self-inspection checklists across 

the jurisdictions. The agency will further promote transparency 

and accountability by providing centralized access to inspection 

results that allow for data analysis, trend identification and 

development of remediation efforts. 

Convened Cross-Functional Working Groups: The AOC convened 

cross-functional working groups to provide input and planning for 

the agency’s strategic objectives, including AOC University, EAM 

Related Enterprise-Level Risks:

 Cybersecurity

 Workplace Health and Safety

 Data Quality and Governance

 IT Infrastructure

Related Strategic Objectives:

 Enterprise Asset Management

 Human Capital Strategy

 Vision 2100 Master and Strategic Plans

Architect of the Capitol J. Brett Blanton visited the Senate Office Building jurisdiction staff on a site-visit to evaluate future 

maintenance needs.
ARCHITECT OF THE CAPITOL 24 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

SECTION 1 • MANAGEMENT’S DISCUSSION & ANALYSIS

and Human Capital Strategy. The AOC uses the working groups 

to capitalize on the experience and expertise of the operational 

jurisdictions and support offices as they define and develop 

policies, requirements and metrics. Other working groups included 

the Customer Champions Group; Health and Wellness; Improve 

Client Communications; and Performance, Communications and 

Evaluations and Service Center Excellence Team. Communities of 

Practice groups provide opportunities for individuals from different 

jurisdictions and offices that perform similar functions to compare 

processes and develop best practices.

Coordination for Mission-Critical Operations: The AOC’s 

daily operational support requires extensive coordination and 

collaboration among the jurisdictions and offices to Operate as 

One Team, Dedicated to One Mission. For example, the Office of 

the Chief Engineer (OCE) provided support to the House Office 

Buildings and Senate Office Buildings jurisdictions to prepare for 

upcoming congressional office moves by updating facility data 

and master and emergency drawing files. Similarly, the Capitol 

Grounds and Arboretum jurisdiction provided essential support 

to the U.S. Capitol Police and Office of the Chief Security Officer 

during emergency and scheduled events. Support activities 

included providing amnesty containers for items not permitted 

in secure areas, cleaning up graffiti and property damage and 

repairing roads and water mains.

Coordinated with D.C. on New Proposed Environmental 

Regulations: The D.C. Department of Energy and the 

Environment has issued new environmental regulations over 

the past year. The AOC’s Capitol Power Plant jurisdiction worked 

with the Office of Safety and Code Compliance (SCC) and the 

AOC General Counsel to analyze and provide comments on 

proposed regulations and take proactive measures to ensure 

compliance with impending future regulations. Examples 

have included restrictions on greenhouse gas emissions and 

protective measures for underground fuel oil storage tanks.

Restoration of Russell Courtyard: The Senate Office Buildings 

jurisdiction worked closely with the OCE and the Capitol Grounds 

and Arboretum jurisdiction to complete the restoration of the 

Russell Courtyard, located in the center of the Russell Senate 

Office Building. The project team fully renovated the landscape, 

completed additional pointing of masonry at the fountain, and 

addressed ADA-accessibility issues within the space.

Stormwater Retention Credits: The SCC, in ongoing 

collaboration with the Supreme Court Building and Grounds, 

Senate Office Buildings, USBG and House Office Buildings 

jurisdictions, helped the AOC earn stormwater retention 

credits. These credits recognize that projects and voluntary 

improvements such as rain gardens, green roofs and permeable 

pavers will prevent an estimated 33,000 gallons of runoff 

stormwater from entering the Anacostia watershed annually.

Sustainability at the AOC 

The AOC is committed to sustainability and has set goals for 

energy reduction, water conservation and waste diversion 

to drive continuous improvement and embed sustainability 

into its operations and workplace culture.

The recycling program, which aims to reduce waste sent to 

landfills, is a key element of that commitment. Programs 

are in place to recycle building occupant waste, as well 

as construction and demolition waste. This fiscal year, 

the AOC diverted 36 percent of building occupant waste 

and 86 percent of construction and demolitions debris 

from landfills. Additionally, nearly all of the landscape 

green waste from the Capitol grounds is composted. 

The AOC continually evaluates it recycling program and 

analyzes waste streams through solid waste audits and 

pilot initiatives to identify new materials for recycling and 

improve the recycling diversion rate.

In addition to being beneficial for the environment, 

recycling materials such as scrap metal, high-quality paper, 

toner cartridges and electronic waste generates revenue 

that is reinvested into energy conservation and recycling 

initiatives. In FY 2022, the AOC used recycling revenue to 

fund four sustainability projects valued at $372,000.

The AOC evaluates sustainability opportunities in every 

construction project through a sustainability scorecard. The 

scorecard evaluates opportunities for sustainability early in 

the planning phases of projects so they can be maximized 

throughout the development process. The AOC also 

established an agencywide Sustainability Comumunity of 

Practice to engrain sustainability into everyday operations. 

CAPITOL HIGHLIGHTS
ARCHITECT OF THE CAPITOL 2 5 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

SECTION 1 • MANAGEMENT’S DISCUSSION & ANALYSIS

Financial Highlights

This section provides an overview of the AOC’s financial 

statements that appear within Section 3: Financial Information.

The principal financial statements, independently audited 

by KPMG, include the Balance Sheet, Statement of Net Cost, 

Statement of Changes in Net Position and Combined Statement 

of Budgetary Resources for the fiscal year ended September 30, 

2022. Table 10 summarizes key data from the financial statements. 

The financial highlights include:

 Assets exceeded liabilities at the close of FY 2022 by $3.5 

billion, an increase in net position of $108 million (3 percent) 

over FY 2021. This change primarily resulted from increases in 

general property, plant and equipment (PP&E) and the fund 

balance with Treasury (FBWT).

 General PP&E (net of accumulated depreciation), the AOC’s 

largest asset, totaled more than $2.6 billion at the close of 

FY 2022, a $101 million (4 percent) increase over FY 2021 due 

primarily to the capitalization of costs from various projects 

on the Capitol campus.

 The agency’s net cost of operations amounted to $705 

million, a $51 million (7 percent) decrease from the prior 

year. This decrease resulted from less costs associated with 

the COVID-19 pandemic response and the nonrecurrence of 

costs related to the Presidential Inauguration and the 117th 

congressional transition. 

TABLE 10: Summary Financial Statement Data ($ in thousands)

BAL ANCE SHEET SUMMARY FY 2022 FY 2021 % CHANGE

Fund Balance with Treasury $ 1,284,061 $ 1,249,032 3%

Investments 21,060 22,482 (6)

General Property, Plant and Equipment, Net 2,649,759 2,548,752 4

All Other Assets 6,526 5,189 26

Total Assets $ 3,961,406 $ 3,825,455 4%

Accounts Payable $ 79,098 $ 1,824 >100%

Advances from Others and Deferred Revenue 25,707 26,521 (3)

Federal Debt and Interest Payable 31,864 45,610 (30)

Environmental and Disposal Liabilities 183,422 179,022 2

Federal Employee Benefits and Related Accruals 65,370 68,618 (5)

All Other Liabilities 94,335 130,583 (28)

Total Liabilities $ 479,796 $ 452,178 6%

Unexpended Appropriations $ 1,038,109 $ 1,063,173 (2%)

Cumulative Results of Operations 2,443,501 2,310,104 6

Total Net Position $ 3,481,610 $ 3,373,277 3%

Total Liabilities and Net Position $ 3,961,406 $ 3,825,455 4%

STATEMENT OF NET COST SUMMARY

Gross Cost $ 788,789 $ 832,586 (5%)

Less: Earned Revenue (83,677) (76,898) 9

Net Cost of Operations $ 705,112 $ 755,688 (7%)

STATEMENT OF BUDGETARY RESOURCES SUMMARY

Unobligated Balance Brought Forward $ 849,209 $ 507,889 67%

Appropriations* 788,347 1,007,570 (22)

Spending Authority from Offsetting Collections 68,492 41,790 64

Borrowing Authority 3,507 4,630 (24)

Total Budgetary Resources $ 1,709,555 $ 1,561,879 9%

* Appropriations of $788.3 million in FY 2022, as reported on the Statement of Budgetary Resources, include direct appropriations of $782.9 million, $14.4 million in 

Judiciary appropriations (administered by the AOC for the care of the Supreme Court of the United States and its grounds), less a House Office Building Fund transfer 

of $9.0 million. In FY 2021, the AOC received $1,007.6 million in total appropriations, composed of direct appropriations of $684.1 million, $10.6 million in Judiciary 

appropriations, $321.9 million in emergency appropriations for security and COVID-19 reimbursements, less a House Office Building Fund transfer of $9.0 million.
ARCHITECT OF THE CAPITOL 2 6 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

SECTION 1 • MANAGEMENT’S DISCUSSION & ANALYSIS

Independent Financial Statements Audit

The AOC received an unmodified (clean) financial statements 

audit opinion for FY 2022 — the 18th consecutive year in which 

the agency received a clean audit opinion. An unmodified 

opinion provides reasonable assurance that the financial 

statements are free of material misstatement. Reasonable 

assurance, while not absolute, is nonetheless a high level of 

assurance. The audit identified one material weakness (a repeat 

finding related to a control gap for environmental liabilities) 

but no significant deficiencies. Figure 11 shows the number of 

material weaknesses and significant deficiencies for each fiscal 

year that the AOC has submitted its four principal financial 

statements for an audit. During FY 2022, the AOC established a 

corrective action plan to remediate the material weakness and 

will continue to monitor corrective action progress.

Guide to the Financial Statements

Federal government efforts to improve financial transparency 

and accountability led to the passage of mandatory uniform 

accounting and reporting standards for executive branch 

agencies. As a legislative branch agency, the AOC generally 

complies with the spirit of the executive branch requirements 

as a best practice. As such, the AOC prepared its consolidated 

financial statements from accounting records in conformity with 

generally accepted accounting principles (GAAP). For federal 

entities, GAAP are the standards prescribed by the Federal 

Accounting Standards Advisory Board (FASAB).

This section provides a brief description of each financial 

statement, their significant balances, major fluctuations and 

their relevance to the AOC’s operations. To facilitate analysis, the 

AOC organized these financial highlights as follows:

 

 

FIGURE 11: Audit Material Weaknesses and Significant Deficiencies

The Senate Fountain is located between the U.S. Capitol Building and Union Station. The fountain’s lighting system is energy 

efficient and recirculating pumps ensure water conservation, helping advance the AOC’s sustainability goals.
ARCHITECT OF THE CAPITOL 2 7 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

SECTION 1 • MANAGEMENT’S DISCUSSION & ANALYSIS

 Financial Position Overview: Balance Sheet

 Operational Results: Statement of Net Cost

 Cumulative Overview: Statement of Changes in Net Position

 Combined Statement of Budgetary Resources

 Limitations of the Principal Financial Statements

Financial Position Overview: Balance Sheet

The Balance Sheet provides a snapshot of the AOC’s financial 

position at a fixed point in time. It displays the amounts of 

current and future economic benefits owned or available 

(Assets), amounts owed (Liabilities) and remaining amounts (Net 

Position) at the end of the fiscal year.

Assets: As of September 30, 2022, the AOC reported total assets 

of $3.9 billion. This represents an increase of $136 million (4 

percent) over the FY 2021 total assets of $3.8 billion. This change 

is primarily due to the $35 million increase in FBWT and the $101 

million increase in PP&E. These two asset classes account for 99 

percent of the agency’s total assets. Figure 12 summarizes the 

total assets by major component at September 30, 2022. 

PP&E is the AOC’s largest asset, representing more than 66 percent 

of total assets. PP&E, net of accumulated depreciation, was $2.6 

billion at fiscal year-end, a $101 million increase from the FY 2021 

balance. The increase in PP&E from the prior year is primarily due 

to the completion and capitalization of construction projects, 

net of depreciation expense. Major completed capitalized 

improvements included the Senate Underground Garage and 

Landscape Restoration ($71 million), Phase 4 of the Rayburn House 

Office Building Garage Interior Rehabilitation ($33 million) and the 

Rayburn House Office Building Security Window Installation ($29 

million). Figure 13 summarizes the PP&E balances by asset class as 

of September 30, 2022. 

As of September 30, 2022, the largest asset class of the AOC’s 

PP&E balance is building improvements ($1.5 billion, 58 percent of 

total PP&E). This category is followed by buildings ($550 million, 

21 percent) and construction work-in-progress ($352 million, 13 

percent). At the close of FY 2022, the largest construction work-inprogress (CWIP) projects included Phase 3 of the Cannon Renewal 

($144 million), the Book Storage Modules 6 and 7 at Fort Meade 

($40 million) and Sequence 3 of the Russell Senate Office Building 

Exterior Envelope Repair and Restoration ($19 million).

The FBWT, at $1.3 billion (32 percent of total assets), represents 

the next largest asset category. Its $35 million increase from 

the prior fiscal year was primarily due to the increase of no-year 

appropriations. Appropriated construction project funding 

immediately increases the FBWT balance, while the related 

disbursements reduce the FBWT over the term of the projects. 

This causes the FBWT balance to initially spike and then gradually 

decline as the construction program amounts are disbursed.

The remainder of the AOC’s assets are comprised of investments, 

accounts receivable, retail inventory held for sale in the CVC 

Gift Shops and other assets. Investments are composed of 

two primary instruments: the Capitol Visitor Center Revolving 

Fund held with Treasury ($10 million) and an escrow balance 

held with the public related to the Thurgood Marshall Judiciary 

Building ($11 million).5 Total investments equaled $21 million, 

representing a net decrease of $1.4 million, or 6 percent from FY 

2021. This decrease is primarily a result of spending related to 

5 The AOC’s investments include funds held by a trustee outside of the U.S. 

Department of Treasury because of financing the construction of the Thurgood 

Marshall Building. Congress did not appropriate funds for this building’s 

construction but, instead, authorized the use of private financing to cover its 

cost. In 1989, the AOC entered into a development management agreement 

with Boston Properties for its design, development and construction. Shearson 

Lehman Hutton, Inc. and Kidder, Peabody, & Co., Inc., issued 30-year Serial Zero 

Coupon Certificates of Participation to finance the construction. Pursuant to a 

Trust Agreement, the proceeds were received by a trustee, The United States Trust 

Company of New York (now the Bank of New York Mellon). The Operating Reserve 

Fund is held in reserve to cover the future renovation needs of the building.

FIGURE 12: Summary of Total Assets as of 

September 30, 2022

FIGURE 13: Net PP&E by Asset Class as of 

September 30, 2022
ARCHITECT OF THE CAPITOL 2 8 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

SECTION 1 • MANAGEMENT’S DISCUSSION & ANALYSIS

the CVC Exhibition Hall renovation and upgrade, which was fully 

funded out of the Capitol Visitor Center Revolving Fund. The 

escrow reserve fund supporting the Marshall Building may be 

used for renovations to that facility.

The annual trend in the AOC’s total assets between FY 2017 

through FY 2022 is presented in Figure 14. As displayed, the total 

assets increased by $1 billion, or 34 percent, over this period. This 

increase is principally the result of a $642 million (32 percent) 

increase in general PP&E, net of accumulated depreciation, 

and a $370 million increase (40 percent) in the FBWT. The PP&E 

increase was a result of the growth of capital improvements over 

this period, including the Cannon Renewal (Phases 0 through 

2), the cogeneration plant and multiple stone restoration and 

preservation projects. The largest single component of the FBWT 

increase is related to last fiscal year’s $321.9 million emergency 

security supplemental appropriation, the remainder of which was 

spent in FY 2022. Multiyear and no-year appropriations to the 

AOC make up the remainder of this FBWT increase. The AOC uses 

multiyear and no-year appropriations to fund many of the longterm construction projects such as the restoration and renewal of 

facilities on the Capitol campus. 

Heritage Assets and Stewardship Land: The AOC maintains 

an important collection of heritage assets (including artworks, 

architectural features, reference and library materials, archival 

collections, and living botanical assets) and stewardship land 

(including the U.S. Capitol Grounds). Heritage assets and 

stewardship land have historic or natural significance; are of 

cultural, educational or artistic importance; or have significant 

architectural characteristics. In accordance with FASAB 

standards, a Balance Sheet does not include a value for heritage 

assets and stewardship land. As these assets are expected to be 

preserved indefinitely, they are generally treated as an expense 

in the Statement of Net Cost and carried at no value on the 

Balance Sheet.6

 However, an exception applies for multiuse 

heritage assets — namely, heritage assets that are primarily 

used for general government operations. The AOC’s multiuse 

heritage assets, identified in Table 11, are included, net of 

accumulated depreciation, on the Balance Sheet.

6 Federal entities are required to provide a description of major heritage asset 

categories and physical unit information at the end of the fiscal year — 

including their condition, the number of units added or withdrawn during 

the year and a description of the methods of acquisition or withdrawal. See: 

the Notes to the Financial Statements (Note 9) and Required Supplementary 

Information in Section 3: Financial Information.

 

FIGURE 14: Trend in Total Assets

TABLE 11: Multiuse Heritage Assets at the AOC

FACILIT Y AOC JURISDICTION

U.S. Capitol Building Capitol Building

East Refrigeration Plant Capitol Power Plant

Main Boiler Building Capitol Power Plant

Old Generator Building Capitol Power Plant

Cannon House Office Building House Office Buildings

East and West House 

Underground Garages House Office Buildings

Ford House Office Building House Office Buildings

Longworth House 

Office Building House Office Buildings

O’Neill House Office Building House Office Buildings

Rayburn House Office Building House Office Buildings

James Madison 

Memorial Building

Library Buildings and 

Grounds

John Adams Building Library Buildings and 

Grounds

Thomas Jefferson Building Library Buildings and 

Grounds

Daniel Webster 

Page Residence Senate Office Buildings

Dirksen Senate Office Building Senate Office Buildings

Hart Senate Office Building Senate Office Buildings

Russell Senate Office Building Senate Office Buildings

Senate Underground Garage Senate Office Buildings

Supreme Court of the 

United States

Supreme Court Building 

and Grounds

Thurgood Marshall Federal 

Judiciary Building

Supreme Court Building 

and Grounds

Administration Building U.S. Botanic Garden

Conservatory U.S. Botanic Garden
ARCHITECT OF THE CAPITOL 2 9 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

SECTION 1 • MANAGEMENT’S DISCUSSION & ANALYSIS

Liabilities: At the end of FY 2022, the AOC’s total liabilities 

amounted to $480 million, a $28 million (6 percent) increase 

from FY 2021. The major liability increase included a $77 

million increase in accounts payable — a significant increase 

principally related to intragovernmental and public accounts 

payable accrual amounts based on updated trend analyses 

and validations. This increase was offset by multiple liability 

decreases, such as a $14 million (30 percent) decline in federal 

debt and interest payable due to the payment of semiannual 

bond liabilities attributable to the Thurgood Marshall Building’s 

construction and a $3 million (5 percent) decrease in accrued 

federal employee benefits. 

Figure 15 provides the total liabilities by component as of 

September 30, 2022. The AOC’s largest component of total 

liabilities was environmental and disposal liabilities ($183 

million or 38 percent of the total liabilities) related to accrued 

asbestos cleanup costs. This was followed by intragovernmental 

and public accounts payable ($79 million or 17 percent) 

and then by liabilities for federal employee benefits, which 

accounted for $65 million or 14 percent. Other major liabilities 

included federal debt and interest payable ($32 million or 7 

percent) related to the 30-year Serial Zero Coupon Certificates 

of Participation to finance the Marshall Building’s construction 

and advances from others and deferred revenue ($26 million 

or 5 percent). All Other Liabilities ($94 million or 20 percent) 

is a category that includes contract holdbacks ($21 million), a 

cogeneration plant payment ($45 million), accrued payroll and 

leave ($17 million) and others.

The annual trend in the AOC’s total liabilities between FY 2017 

through FY 2022 is presented in Figure 16. Since FY 2017, the 

AOC’s total liabilities have increased by $123 million, or 34 

percent. This change was primarily driven by the following 

account increases: a $106 million in environmental and disposal 

liabilities, a $77 million in accounts payable, $9 million in 

contract holdbacks, plus other increases. These increases were 

offset by declines of $58 million in federal debt and interest 

payable, $20 million in advances from others and deferred 

revenue, and other decreases.

Operational Results: Statement of Net Cost

The Statement of Net Cost presents the AOC’s total net cost 

of operations by responsibility segment. The responsibility 

segments were determined based on the FASAB concepts 

and standards applicable to the federal government. The 11 

responsibility segments, and the organizational units included 

within, are identified in Table 12. 

Net cost includes total program costs, minus all earned revenues 

attributed to and permitted to be offset against those costs. The 

AOC’s net cost of operations in FY 2022 totaled $705 million, a 

decrease of $51 million or 7 percent from FY 2021. The decrease 

in net costs was largely a result of the nonrecurrence of the 

prior fiscal year’s $100 million accrual adjustment for asbestos 

removal costs. Additional decreases resulted from a reduction 

in the agency’s COVID-19 pandemic response costs and the 

nonrecurrence of costs related to the Presidential Inauguration 

and the 117th congressional transition. The trend in the net cost 

of operations is displayed in Figure 17.

A comparison of the AOC’s total net cost by responsibility 

segment for FY 2022 and FY 2021 is displayed in Figure 18. 

Significant increases, year over year, included: 

 Supreme Court Building and Grounds: Net costs increased 

by $10 million (77 percent) primarily due to additional costs 

related to building system upgrades and space realignments.

 Capitol Power Plant: Net costs increased by $28 million (28 

percent) primarily due to higher costs associated with various 

projects such as the utility vault and manhole concrete 

repairs, utility studies and energy projects. Costs were 

FIGURE 15: Summary of Total Liabilities as of 

September 30, 2022

 

 

FIGURE 16: Trend in Total Liabilities
ARCHITECT OF THE CAPITOL 3 0 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

SECTION 1 • MANAGEMENT’S DISCUSSION & ANALYSIS

partially offset by an increase in reimbursements for steam 

and chilled water at Union Station, Postal Square, Thurgood 

Marshall Federal Judiciary Building and the Supreme Court.

 Capital Construction and Operations: Net costs 

increased by $16 million (12 percent). This increase was 

primarily due to additional costs incurred for security and 

COVID-19 responses and increased costs supporting various 

organization strategic programs such as the Vision 2100 

program and Capitol Complex Master Plan.

Significant decreases in the net cost of operations included: 

 U.S. Capitol Visitor Center: Net costs decreased by $17 

million (52 percent). This decrease is primarily attributable to 

the completion and reduction in costs associated with the 

CVC Exhibition Hall renovation. At the same time, earned 

revenues increased by $1 million owing to the reopening of 

the CVC’s gift shops and restaurant in FY 2022. Additionally, 

the CVC’s e-commerce sales increased as the platform began 

its second year of operations.

 Library Buildings and Grounds: Net costs decreased by $22 

million (30 percent), principally due to a substantial decrease 

in accrued asbestos removal costs (more than $23 million).

 House Office Buildings: Net costs decreased by $32 million 

(21 percent) due to the nonrecurrence of accrued asbestos 

removal costs (more than $49 million in FY 2021) and costs 

associated with the 117th congressional office moves, offset 

by increases in depreciation expenses associated with major 

projects such as the Cannon Renewal.

 Senate Office Buildings: Net costs decreased by $21 million 

(18 percent) due to the nonrecurrence of accrued asbestos 

removal costs (more than $17 million in FY 2021) and costs 

associated with the 117th congressional office moves as 

well as an increase in earned revenue from Senate to AOC’s 

Senate Restaurant no-year account.

 Capitol Building: Net costs decreased by $10 million 

(13 percent), principally due to a decline in accrued 

asbestos removal costs (more than $8 million) along 

with the nonrecurrence of construction and removal of 

the Presidential Inauguration platform and supporting 

infrastructure in FY 2021.

TABLE 12: Responsibility Segments

RESPONSIBILITY SEGMENT ORGANIZATIONAL UNIT

Capital Construction and Operations

Architect of the Capitol, Deputy Architect of the Capitol, Chief Engineer, Chief Financial 

Officer, Chief Administrative Officer, Chief of Operations (front office only), Equal 

Employment Opportunity Officials, General Counsel, Inspector General, Legislative and 

Public Affairs, Safety and Code Compliance

Capitol Building Chief of Operations: Capitol Building jurisdiction

Capitol Grounds and Arboretum Chief of Operations: Capitol Grounds and Arboretum jurisdiction

Capitol Police Buildings, Grounds and Security Chief Security Officer

Capitol Power Plant Chief of Operations: Capitol Power Plant jurisdiction

House Office Buildings Chief of Operations: House Office Buildings jurisdiction

Library Buildings and Grounds Chief of Operations: Library Buildings and Grounds jurisdiction

Senate Office Buildings Chief of Operations: Senate Office Buildings jurisdiction

Supreme Court Building and Grounds Chief of Operations: Supreme Court Building and Grounds jurisdiction

U.S. Botanic Garden Chief of Operations: U.S. Botanic Garden jurisdiction

U.S. Capitol Visitor Center Chief of Operations: U.S. Capitol Visitor Center jurisdiction

 

 

FIGURE 17: Trend in Net Cost of Operations
ARCHITECT OF THE CAPITOL 31 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

SECTION 1 • MANAGEMENT’S DISCUSSION & ANALYSIS

 Capitol Police Buildings, Grounds and Security: Net 

costs decreased by $6 million (11 percent), mainly due to a 

decrease in emergency security support costs, which was 

further offset by revenue earned on reimbursable projects 

including the US State of the Union Address (SOTUA) fencing; 

and Supreme Court Fence Installation. 

Earned Revenues by Source: Overall, revenues increased 

by $7 million (9 percent), from $77 million in FY 2021 to $84 

million in FY 2022. As depicted in Figure 19, the primary source 

of revenue was intragovernmental reimbursements from the 

federal judiciary branch for facility operations ($53 million, 63 

percent). Reimbursements paid to the AOC’s Capitol Power Plant 

for the provision of steam and chilled water to nonlegislative 

branch entities near the Capitol campus generated $10 million 

(11 percent). Other principal revenue sources were from rent, 

recycling proceeds, online gift shop sales and miscellaneous 

revenues earned at multiple AOC responsibility segments 

(totaling $21 or 25 percent of all earned revenues) and shown as 

“All Other Revenues” on the chart.

Cumulative Overview: Statement of Changes in 

Net Position

The Statement of Changes in Net Position identifies the 

difference between all financing sources available to and used 

by the AOC to support the net cost of operations. Net position 

is the sum of two components: cumulative results of operations 

and unexpended appropriations. Each component is displayed 

to facilitate a more detailed understanding of the changes to 

the net position. 

Net position at September 30, 2022, shown on both the Balance 

Sheet and the Statement of Changes in Net Position, was 

$3.5 billion, a $108 million increase from FY 2021. This change 

was due to an increase of $133 million (6 percent) increase 

in cumulative results of operations offset by a $25 million 

(2 percent) decrease in unexpended appropriations. As depicted 

in Figure 20, net position increased by $882 million (34 percent) 

over the past six fiscal years, primarily as a result of multiyear 

and no-year appropriations received over this period to address 

deferred maintenance needs across the Capitol campus, 

along with capital projects to renew or improve the campus’ 

aging infrastructure.

FIGURE 18: Summary of Net Cost of Operations by AOC Responsibility Segment

FIGURE 19: Earned Revenues by Source
ARCHITECT OF THE CAPITOL 32 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

SECTION 1 • MANAGEMENT’S DISCUSSION & ANALYSIS

Combined Statement of Budgetary Resources

The Combined Statement of Budgetary Resources details how 

the AOC obtained its budgetary resources and the status of 

these resources at the end of the fiscal year. The AOC receives 

general funds appropriated for its use by Congress and 

administered by the U.S. Treasury. Congress enacts separate 

appropriations for the AOC’s operating jurisdictions, plus a 

Capital Construction and Operations appropriation for the 

agency’s intra-agency support. The AOC also has stewardship 

responsibility for trust, special and revolving funds (e.g., Flag 

Office Revolving Fund), which are administered in accordance 

with applicable laws and regulations.

For the fiscal year ended September 30, 2022, the AOC’s total 

appropriations amounted to more than $788 million, a $219 

million decrease (22 percent) from FY 2021 levels. These 

resources included $774 million in regular appropriations, 

consisting of three components. The operating budget, 

the largest component at $507 million (65 percent) funds 

payroll, utilities, facilities maintenance, centralized activities, 

information services, power plant operations, grounds care, 

safety operations, as well as architecture, engineering, visitor 

and curatorial services. The multiyear capital projects budget, 

at $137 million (18 percent), was the next largest component 

of its regular appropriations and supports construction, 

upgrades, improvements and preservation projects. Noyear funding of $131 million (17 percent) provided additional 

funding for the renewal of the Cannon House Office Building, 

the modernization of the Senate committee rooms, as well as 

for continuity of operations support. Included in the no-year 

funding, $9 million was derived by the transfer from the House 

Office Buildings fund.7

 In addition, the AOC received $14 million 

from the Judiciary appropriation for the care of the Supreme 

7 Amounts in the House Office Buildings Fund are available to the AOC for the 

maintenance, care and operation of the House office buildings. Despite its 

name, this is a general fund, not a trust, special or revolving fund.

Heritage Asset Conservation 

The preservation of heritage assets on the Capitol 

campus — which include artworks, architectural elements 

and historic structures — is one of the AOC’s core 

functions. The Curator Division oversees assets such as 

paintings, drawings, sculptures and photographs, while 

the Historic Preservation Officer is in charge of architectural 

features and historic structures.

This fiscal year, the AOC began a pilot preservation project 

in the Senate Reception Room, one of the most ornately 

decorated rooms in the U.S. Capitol Building. Conservators 

began restoration of the 1872 mural of George Washington, 

Thomas Jefferson and Alexander Hamilton by Constantino 

Brumidi. In the process, they discovered significant areas 

of loss in the original artwork. The conservators will use 

physical analysis and a review of documentation to recreate 

the missing sections.

Additionally, conservators cleaned the walls of the Brumidi 

Corridors to address damage from the January 6, 2021 

breach. Stabilization of existing flaking and lifting paint 

was performed prior to the removal of particulates and 

residues. In FY 2023, the AOC will implement the practices 

of a pilot program for the maintenance of the Corridors 

that will include documentation of damage to plaster and 

paint surfaces, repair of losses and gouges and treatment 

of discolored inpainting.

The AOC also completed conservation projects on eight 

monumental paintings in the U.S. Capitol Rotunda. 

Conservators repaired the damaged cast-iron and wood 

elements of the benches, reattached bumpers and 

removed dust and oils. The Rotunda paintings were 

cleaned with an aqueous solution to remove surface grime.

www.aoc.gov/explore-capitol-campus/art

CAPITOL HIGHLIGHTS

 

FIGURE 20: Trend in Net Position by Category 
ARCHITECT OF THE CAPITOL 33 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

SECTION 1 • MANAGEMENT’S DISCUSSION & ANALYSIS

Court of the United States and its grounds.8 The principal reason 

for the decrease in appropriated budgetary resources is that the 

previous fiscal year included funds from the Emergency Security 

Supplemental Appropriations Act, 2021, which provided the AOC 

with nearly $322 million for security upgrades to the U.S. Capitol 

($300 million) and to reimburse the agency for additional costs 

of its COVID-19 response ($21.9 million).

Figure 21 displays the AOC’s total appropriations for FY 2022 

and the five prior fiscal years. The FY 2022 $156 million net 

increase in budgetary resources since FY 2017 was chiefly due 

to a $117 million increase in operating funds and a $60 million 

increase in no-year capital project funding. These budgetary 

increases were offset by a $4 million reduction in multiyear 

8 The AOC is responsible for the care of the Supreme Court of the United States 

and its grounds, although the corresponding budgetary resources are included 

in the federal government’s judiciary branch appropriations.

capital project funding and a $17 million reduction in funds for 

the House Historic Buildings Trust Fund.

Limitations of the Principal Financial Statements

The principal financial statements are prepared to report the 

financial position and results of operations of the AOC consistent 

with the requirements of 31 U.S.C. § 3515(b). The statements 

are prepared from the AOC’s books and records in accordance 

with federal GAAP and in the spirit of the formats prescribed by 

OMB. Reports used to monitor and control budgetary resources 

are prepared from the same books and records. The financial 

statements should be read with the realization that they are for 

a component of the U.S. government, a sovereign entity.

 

 

FIGURE 21: Trend in Total Appropriations
ARCHITECT OF THE CAPITOL 3 4 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

SECTION 1 • MANAGEMENT’S DISCUSSION & ANALYSIS

Financial Management Systems Framework

The AOC’s core financial management system accounts for 

the AOC’s funds through approximately 620,000 annual 

transactions. Figure 22 depicts the AOC’s financial management 

systems framework.

Key Financial and Reporting Systems

The AOC’s core financial management system, the Legislative 

Branch Financial Management System (LBFMS), conforms to the 

requirements of the Federal Financial Management Improvement 

Act of 1996 (FFMIA). The system uses commercial-off-theshelf (COTS) software (Momentum®) designed for the federal 

government. Momentum® includes the following financial 

system modules: Budget Execution, Acquisitions, Purchasing, 

Receiving, Accounts Payable, Automated Disbursements, 

General Ledger, Credit Card, Fixed Assets, Workload, Contract 

Closeout, Travel and Project Cost Accounting. In addition 

to Momentum®, the AOC’s key financial and reporting 

systems include:

 Central Contractor Registration Connector (CCRC) is a 

Momentum® application that downloads the latest vendor 

information from the U.S. General Services Administration 

(GSA) System for Award Management (SAM) and updates the 

LBFMS vendor records.

 Citibank® credit card interface transmits credit card 

transaction data to the LBFMS via a batch file. The AOC uses 

the GSA SmartPay 3 shared services structure and contract.

 CVC Point of Sale System is a stand-alone, back-office retail 

inventory management system used to record daily sales and 

inventory transactions from the CVC Gift Shops.

 CWTSatoTravel E2 Solutions Travel System (E2 Solutions) 

provides end-to-end travel management services via a 

secure web portal and interfaces with the LBFMS. The E2 

Solutions system is part of the GSA E-Gov Travel Service, a 

federal, web-based, shared travel management service.

 Data Marts assist in data management, including staging 

data during off-peak times and simplifying data structure for 

use by multiple systems.

 

 

 

FIGURE 22: Financial Management Systems Framework
ARCHITECT OF THE CAPITOL 35 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

SECTION 1 • MANAGEMENT’S DISCUSSION & ANALYSIS

 e-Builder Project Management Information System 

(PMIS) tracks the status of construction projects. The AOC 

data marts provide financial information for the projects 

managed in e-Builder.

 Inventory Control System (ICS) is COTS software (IBM 

Maximo®) used to track the AOC’s inventory of materials, 

supplies and accountable property. The ICS provides life 

cycle and asset management functionality. Real-time 

interfaces integrate ICS with LBFMS obligations, receipt of 

transactions and inventory drawdowns.

 Invoice Processing Platform (IPP) is a secure, web-based 

electronic invoicing system provided by the Treasury to 

simplify the management of vendor invoices. The IPP 

interfaces with the LBFMS.

 National Finance Center (NFC) provides payroll and 

personnel services to the AOC as part of a cross-servicing 

agreement with the U.S. Department of Agriculture. 

The NFC data is submitted to the LBFMS via an AOC 

payroll application.

 Operational Data Store (ODS) is the AOC’s payroll and 

personnel database, which is also used as a warehouse for 

detailed employee payroll information. The ODS receives a 

batch file of NFC payroll data, and an AOC payroll application 

creates a batch file of transactions for export to the LBFMS.

 Project Information Center (PIC) is the AOC’s proprietary 

project management system. The LBFMS provides budget 

and obligation data to PIC. The AOC is replacing the PIC 

system with e-Builder.

 Reporting and Analytics business intelligence tools used 

by the AOC include Microsoft SQL Server Reporting Services 

and Tableau. These tools pull information from multiple AOC 

systems. For visual clarity, these tools are not shown on the 

financial management systems framework (Figure 22).

 System for Award Management (SAM) is an official website 

managed by the GSA providing vendor and other entity 

registration information for businesses contracting with the 

federal government. The Momentum® CCRC provides key 

interface management to support SAM.gov and the LBFMS 

operations.

 U.S. Department of Treasury Systems allow the AOC to 

collect, disburse, reconcile and report on the agency’s funds. 

These Treasury Bureau of the Fiscal Service systems include: 

the Central Accounting Reporting System (CARS) for monthly 

financial reconciliation, Collections Information Repository 

(CIR) that provides detailed information on collections from 

the Treasury’s Pay.gov website, Governmentwide Treasury 

Account Symbol Adjusted Trial Balance System (GTAS) for 

quarterly trial balance reporting, Intragovernmental Payment 

and Collection (IPAC) supporting intra-agency transactions 

and Payment Automation Manager (PAM) for payments to 

employees and vendors.

Financial Management Systems 

Improvement Strategy

The AOC’s financial systems strategy supports mission 

performance, facilitates interagency planning and improves 

transparency and accountability. Continued standardization 

of financial activities within a shared services environment 

improves the agency’s business processes, leading to 

greater efficiencies and cost stabilization. This fiscal year, the 

AOC continued its efforts to upgrade existing systems and 

capabilities and implemented new functionality that better 

supports financial management, data analytics and data-driven 

decision-making.

The AOC has used the LBFMS, a shared-service financial 

management system hosted by the Library of Congress, 

since FY 2016. Infographic: Legislative Branch Financial 

Management System Users displays the participating 

agencies in this shared environment.

In FY 2022, the AOC reached a 20-year milestone in its use of the 

Momentum® system. Based on a user security business process 

review project, the AOC reduced 86 percent of user roles and 

deactivated 422 unused organization structures. The AOC 

also resolved more than 2,200 contract line-item differences 

between Momentum® and IPP, simplifying contract and invoice 

management. These efforts addressed audit findings and 

improved data quality, data accessibility and efficiency.

The AOC implemented the GSA Unique Entity Identifier 

under the government mandate to replace Dun & Bradstreet 

vendor coding as of April 2022. This federal change impacts all 

commercial contractors and assists the agency with ongoing 

vendor cleanup projects.

The AOC participated in the GSA Robotic Process Automation 

(RPA) Community of Practice this fiscal year, receiving 

tailored advice from a mentor agency, the U.S. Department 

of Agriculture (USDA). Using RPA, the AOC improved invoice 

notifications to contracting officer representatives and invoiceto-payment validations. The automation tools freed financial 

staff to address more complex issues and assist with prompt 

vendor payments. The AOC is continuing to develop additional 

automation to further improve efficiencies.

As the federal chair of the Momentum User Group Community 

of Practice, the AOC was selected as one of three pilot 

organizations to test the Treasury E-Invoicing system, a future 

replacement for IPP. The AOC represents small agencies, 

Momentum® Enterprise Resource Planning and construction 
ARCHITECT OF THE CAPITOL 3 6 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

SECTION 1 • MANAGEMENT’S DISCUSSION & ANALYSIS

contracts. The USDA and Treasury Administrative Resource 

Center are the other two participants in the pilot.

The AOC will continue to develop and pilot requirements for 

the G-Invoicing platform, the Treasury’s long-term solution to 

manage the processing and approval of intragovernmental 

buy/sell transactions. The Treasury will require all federal 

program agencies to use G-Invoicing for new agreements 

as of FY 2023 and to transition existing agreements into the 

platform by FY 2024. These changes will align the AOC’s systems 

with federal mandates and system requirements, as well as 

reduce manual processes, improve data quality and enhance 

financial stewardship.

SYSTEMS INCLUDED:

MOMENTUM®  CORE FINANCIAL MANAGEMENT SYSTEM

MAXIMO®  INVENTORY CONTROL SYSTEM

SATO E2 SOLUTIONS TRAVEL SYSTEM  TRAVEL MANAGEMENT SERVICES SYSTEM

ARCHITECT OF

THE CAPITOL

CONGRESSIONAL

BUDGET OFFICE

GOVERNMENT 

ACCOUNTABILITY OFFICE

 LIBRARY OF CONGRESS

THE MEDICARE PAYMENT

ADVISORY COMMISSION

OFFICE OF CONGRESSIONAL 

WORKPLACE RIGHTS

CONGRESSIONAL OFFICE 

FOR INTERNATIONAL

 LEADERSHIP

U.S. CAPITOL POLICE

Infographic: Legislative Branch Financial Management System Users
ARCHITECT OF THE CAPITOL 37 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

SECTION 1 • MANAGEMENT’S DISCUSSION & ANALYSIS

COVID-19 Financial and Operational Impact

In FY 2022, the AOC remained focused on the continuity of its 

mission to serve Congress and the Supreme Court and preserve 

America’s Capitol despite the unique challenges posed by the 

COVID-19 pandemic. The AOC used the funds provided by the 

Emergency Security Supplemental Appropriations Act, 2021, which 

provided the AOC with $21.9 million for reimbursements and 

other costs of the response to COVID-19, of which $19.4 million 

was carried over and spent in FY 2022. 

From day one of the pandemic, the AOC took steps to ensure 

the safety of the Capitol campus. The AOC was designated as 

the legislative branch purchasing agent for personal protective 

equipment — procuring more than 350,000 COVID-19 rapid 

antigen test kits and more than 400,000 masks for the Capitol 

campus community in FY 2022 — and provided weekly 

inventory updates as part of ongoing work to ensure there were 

adequate supplies. 

The CVC remained closed in the earlier half of the fiscal year due 

to the pandemic, impacting earned revenues from public tours 

and onsite gift sales. On March 28, 2022, the CVC reopened to 

the public, offering tours on a limited basis. The CVC’s earned 

revenues are expected to continue to increase once it reaches 

full operating status, anticipated in FY 2023.

The pandemic also created an increased demand for cleaning 

and health protective measures across the Capitol campus. As 

visitors returned to the CVC and the USBG, COVID-19 funding 

was spent in part to prepare these facilities for reopening. 

Activities included enhanced cleaning services and advanced 

protection measures for Visitor Services staff. 

The AOC’s Office of Safety and Code Compliance (SCC) 

continued tracking the virus and updating the agency on trends 

related to cases, variants, vaccine updates, therapeutics and 

preventive controls. This data was shared weekly with senior 

leadership to support proper response plans, including updated 

policies and procedural guidance distributed to the workforce. 

The AOC was also able to pivot quickly toward increased 

remote work for many of its employees through the efforts of 

the agency’s Information Technology Division, which led the 

transition to expanded telework capabilities by distributing 

laptops and mobile devices to employees and upgrading 

IT infrastructure. 

The AOC’s successful response to the pandemic was possible 

due to the agency’s existing strategies for maintaining 

continuity of operations — a longtime priority that leadership 

was able to capitalize on during this difficult time. Additional 

information about the AOC’s spending to prepare for and 

respond to the COVID-19 pandemic is provided in Note 24, 

COVID-19 Activity, of the notes to the financial statements.

Throughout the COVID-19 pandemic, the AOC has provided personal protective equipment for the Capitol campus 

community. Thanks to these measures and strict adherence to pandemic safety protocols, the agency has continued to 

meet its mission while ensuring the safety of its employees and visitors.
ARCHITECT OF THE CAPITOL 3 8 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

SECTION 1 • MANAGEMENT’S DISCUSSION & ANALYSIS

Analysis of Systems, Control and Legal Compliance

Federal Managers’ Financial Integrity Act of 1982

The AOC’s leadership is responsible for establishing and 

maintaining effective internal controls and financial 

management systems that meet the objectives of the Federal 

Managers’ Financial Integrity Act of 1982 (FMFIA). The FMFIA 

requires agencies to establish internal controls and financial 

systems that provide reasonable assurance that the following 

objectives are achieved: effective and efficient operations, 

compliance with applicable laws and regulations and financial 

reporting reliability. OMB Circular A-123, Management’s 

Responsibility for Enterprise Risk Management and Internal 

Control, implements the FMFIA and defines management’s 

responsibilities for ERM and internal controls. The FMFIA 

requires agencies to provide an annual statement addressing 

internal accounting and administrative controls and to perform 

ongoing evaluations and reporting of the adequacy of the 

controls within the agency.

As a legislative branch agency, the AOC is not subject to FMFIA 

requirements. Nonetheless, the AOC considers internal controls 

to be an integral part of the systems and processes it uses 

to manage daily operations in support of its strategic goals 

and objectives. The AOC holds its managers accountable for 

efficiently and effectively performing their duties in compliance 

with applicable laws and regulations and for using internal 

controls to maintain the integrity of their activities.

Within the AOC, the internal controls program is managed 

by the Chief Financial Officer. The Risk Management Officer 

has the responsibility to manage the program’s ongoing 

internal controls components that follow the principles of OMB 

Circular A-123, Appendix A, Management of Reporting and 

Data Integrity Risk and the U.S. Government Accountability 

Office (GAO) Green Book. The components include the control 

environment, risk assessment, control activities, information 

and communication and monitoring. The AOC’s Summary of 

Financial Statement Audits and Management Assurances is 

included in Section 4: Other Information.

Financial Reporting 

This fiscal year, the AOC relied on the independent financial 

statement audit to support the agency’s assessment of internal 

controls over financial reporting.

Risk Management 

Consistent with the latest guidance, the AOC uses a maturity 

model approach to implement OMB Circular A-123, 

Appendix A, and integrates risk management activities 

throughout the agency. The AOC will continue to explore 

logical integration points between ERM activities and internal 

control processes to preserve organizational value and enhance 

decision-making. 

Further implementation of the ERM program will build upon 

the AOC’s strategic review process established by the GPRA 

Modernization Act of 2010. Planned activities include the 

linkage of ERM to the agency’s strategic goals, objectives and 

outcomes, which will enable the AOC to improve its mission 

delivery. Successful implementation will require the AOC to 

continue fostering a transparent culture that encourages open 

communication about potential risks. The ERM program helps 

the agency improve its processes and performance, while also 

formalizing the work already undertaken.

Financial Systems 

The Federal Financial Management Improvement Act of 1996 

requires federal agencies’ financial management systems 

to provide reliable financial data that complies with federal 

financial system requirements, applicable federal accounting 

standards and the U.S. Standard General Ledger (USSGL) at 

the transaction level. To assess conformance, the agency 

uses internal controls assessments based on implementation 

guidance from the OMB, results of reports from the OIG and 

the annual independent financial statement audit. The overall 

assessment relies upon the evaluations made under the 

OMB Circular A-123, Appendix A. When applicable, particular 

importance is given to any material weakness or significant 

deficiency identified during the internal controls assessments.

Overall Assessment 

Based on the procedures performed, the AOC does not consider 

any identified deficiencies to be material weaknesses in 

internal controls. The AOC also does not consider any identified 

weaknesses to warrant a less than unqualified assertion 

on internal control over reporting or significant deficiency 

reporting for FMFIA systems purposes.

Other Information 

A summary of the management assurances and The 

Inspector General’s Statement of Management Opportunities 

and Performance Challenges are provided in Section 4: 

Other Information.
ARCHITECT OF THE CAPITOL 3 9 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

SECTION 1 • MANAGEMENT’S DISCUSSION & ANALYSIS

Architect’s Statement of Assurance
ARCHITECT OF THE CAPITOL 4 0 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

SECTION 1 • MANAGEMENT’S DISCUSSION & ANALYSIS

Summary of Financial Statement Audit Material Weaknesses

At the close of FY 2022, the AOC had one material weakness, no 

nonconformances in internal control over program operations 

and no noncompliances with applicable laws or regulations. 

Material weaknesses and reportable conditions are determined 

by management. Using a variety of information sources, the 

AOC managers and staff assess and improve the effectiveness 

of internal controls for program operations. These information 

sources include management knowledge gained from the daily 

operation of programs and systems, management reviews, 

program evaluations and the annual independent financial 

statement audit.

Material Weaknesses Summary 

A material weakness is a reportable condition that the agency 

head determines to be significant enough to be reported 

outside the agency. The AOC’s FY 2022 financial statement 

audit identified one material weakness related to a control gap 

for environmental liabilities, a repeat finding from FY 2021. 

During FY 2022, the AOC developed a multi-phased corrective 

action plan to address this material weakness that includes 

retrospective reviews of the cost estimation methdology to 

improve liability estimates.

The Library Buildings and Grounds jurisdiction is responsible for the operation, maintenance and stewardship of the Library 

of Congress facilities and surrounding grounds. The jurisdiction’s real property assets span 4.4 million square feet of space, 

most notably the Thomas Jefferson Building, pictured here.
ARCHITECT OF THE CAPITOL 41 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

SECTION 1 • MANAGEMENT’S DISCUSSION & ANALYSIS

Other Financial Compliances

Antideficiency Act

The Antideficiency Act, as amended, prohibits federal agencies 

from obligating or expending federal funds in advance or more 

than a congressional appropriation and from accepting 

voluntary services. The AOC had no Antideficiency Act violations 

for FY 2022.

Debt Collection Improvement Act of 1996

The Debt Collection Improvement Act of 1996 requires that any 

nontax debt or claim owed to the U.S. government that is 180 

days delinquent, with certain exceptions, be referred to the 

Treasury for collection. Debt that is in litigation or foreclosure 

with a collection agency or designated federal debt collection 

center, or that will be disposed of under an asset sales program, 

is exempt from this requirement. The AOC referred employee 

debt to the Treasury’s Debt Management Services for collection 

in FY 2022.

Digital Accountability and Transparency Act

The Digital Accountability and Transparency Act of 2014 (DATA 

Act) sets standards for federal financial data to make federal 

spending data more accessible, searchable and reliable. 

As a legislative branch agency, the AOC is not required to 

comply with the DATA Act and does not participate in the 

report submissions.

Federal Financial Management Improvement Act

The Federal Financial Management Improvement Act of 1996 

(FFMIA) requires that federal agencies’ financial management 

systems comply with federal accounting standards, federal 

system requirements and the USSGL at the transaction level. An 

agency achieves substantial compliance when its financial 

management systems routinely provide reliable and timely 

financial information for managing day-to-day operations, as 

well as for producing reliable financial statements. The AOC 

substantially complied with the FFMIA in FY 2022.

Federal Information Security Modernization Act 

The Federal Information Security Management Act of 2002 (FISMA) 

requires each executive branch agency to develop, document 

and implement an agencywide program to provide security for 

the information and information systems that support the 

agency’s operations and assets. The AOC, as a legislative branch 

agency, is not required to comply with FISMA. Nonetheless, the 

AOC refers to FISMA, along with other executive branch 

guidelines including Federal Information Security Modernization 

Act of 2014 (FISMA 2014), the GAO Federal Information System 

Controls Audit Manual and the National Institute of Standards 

and Technology (NIST) Special Publications to create and

maintain its risk-based information security program. 

The AOC’s risk management and monitoring strategy is 

based on current NIST guidelines. The AOC, with support 

from an independent third party, authorizes and reauthorizes 

information systems on a three-year cycle, testing 

approximately one-third of all systems annually. This effort 

evaluates the information security controls for compliance with 

the AOC’s policies.

In FY 2022, the AOC improved its information systems security 

posture through additional updates to its computer security 

awareness training, regular testing of security controls and 

enforcement of procedures for detecting, reporting and 

responding to security incidents. The AOC reviewed, tested and 

monitored the IT contingency and incident response plans. A 

combination of incumbent staff, on-premises monitoring tools 

and external enterprise security services compose the AOC’s 

system monitoring and incident response capability. The AOC 

increased the operational technology systems posture 

by including enhanced industrial security controls in its security 

standard.

The AOC’s information systems and information system security 

programs are evaluated each year through independent 

assessments and multiple audits. These assessments and audits 

improve the AOC information system configurations, 

documentation and processes while mitigating identified 

security risks and weaknesses.

Prompt Payment Act

The Prompt Payment Act requires certain federal agencies to pay 

their bills on time, pay interest penalties for late payments and 

take discounts only when payments are made by the discount 

date and the discount is economically justified. The AOC is 

exempt from the Prompt Payment Act. However, the AOC’s policy 

is to approve and pay invoices within 30 days. The AOC uses the 

Treasury’s secure online tool, IPP, to assist in its invoice payment 

process. This tool reinforces compliance with prompt payment 

business processes through invoice aging reports, configurable 

workflow escalation strategies and email alerts.

Other Legislation

See: Section 4: Other Information for a summary of additional 

financial management legislation and their applicability to 

the AOC.
ARCHITECT OF THE CAPITOL 42 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

SECTION 1 • MANAGEMENT’S DISCUSSION & ANALYSIS

Forward-Looking Information

Strong risk management practices and internal controls help the 

AOC run its operations efficiently and effectively, report reliable 

information about its operations and financial position and 

comply with applicable laws and regulations. The AOC’s senior 

leaders work with the Risk Management Officer to maintain 

a governance structure that effectively implements an ERM 

and internal control process. Successful execution requires a 

transparent culture that encourages open communication. 

The AOC determines the best approach to incorporate risk 

management into the agency’s business culture involved an 

ERM implementation plan that incorporates governance under 

the Risk Management Officer.

In FY 2022, the Integrated Risk Management Division (IRMD) 

continued to mature its ERM implementation approach and 

processes. As part of the annual risk assessment process, the 

AOC prioritized the most important risks facing the agency 

based on their likelihood of occurrence and potential mission 

impact. This section summarizes the AOC’s nine enterpriselevel risks and the corresponding strategies to manage each 

risk to an acceptable level. The risk scores are a calculation of 

the likelihood that a risk will occur multiplied by the potential 

impact. Both the likelihood and impact were rated on a scale 

of one to five, with five representing a more likely or a higher 

impact. The Risk Management Officer meets regularly with 

senior leaders to discuss top risks that may impact the AOC’s 

strategic goals, strategic objectives, programs, systems and 

projects. The IRMD routinely presents ERM best practices at the 

agency’s management meetings, which bring together senior 

leaders from each jurisdiction and the central offices.

In addition to the enterprise-level risks, the AOC’s OIG identified 

seven management challenges, two of which address issues like 

the risks prioritized by management. The AOC leadership has 

reviewed the OIG’s recommendations and will take appropriate 

actions. Figure 23 provides a combined summary of the risks 

and challenges identified by AOC management and the OIG, 

respectively. The OIG’s statement may be found in Section 4: 

Other Information.

In FY 2022, the AOC expanded its energy conservation programs by retro-commissioning the HVAC systems of several Capitol 

campus facilities, which optimizes operation of their existing equipment.
ARCHITECT OF THE CAPITOL 4 3 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

SECTION 1 • MANAGEMENT’S DISCUSSION & ANALYSIS

FIGURE 23: Summary of the AOC’s Enterprise-Level Risks and OIG Management Challenges

DESCRIPTION AOC MANAGEMENT AOC OIG

Cybersecurity  

Physical Security 

Deferred Maintenance and Capital Renewal 

Life Cycle Project Management 

Manager-Employee Engagement Expectations 

Workplace Health and Safety (OIG description: Balancing Safety, Security and Preservation)  

Data Quality and Governance 

Expectation (External Communications) 

IT Infrastructure 

Human Capital Management: Employee Wellness and Culture of Employee Misconduct 

and Noncompliance 

Accessibility, Auditability and Records Retention 

Whistleblower Protections 

Working Capital Fund 

Waste and Accountability 

Risk Responses: Cybersecurity is an evolving landscape of 

threats that requires a rigorous assessment and maturity model. 

The current cybersecurity program presents a robust posture 

providing protections and mitigations against threats. The 

risk response plan outlines a proactive approach to maintain a 

high state of preparedness and ensure the ability to effectively 

identify and respond to tomorrow’s threats. 

To manage the cybersecurity risk to an acceptable level, a 

cybersecurity communications plan provides recurring and 

timely cyber awareness topics for agency users. The plan 

specifies the security policies, procedures and controls to 

protect against cyberthreats. An assessment and authorization 

process was also developed for all agency systems. This 

process includes a comprehensive evaluation of IT system 

policies, controls and documented vulnerabilities. In response 

to the new process, the incident response plan was updated 

and expanded to cover all applicable IT systems, allowing 

the security team to identify, manage and recover from 

cyberthreats. The plan was tested on applicable systems to 

ensure adequate responses.

Additionally, planning for Zero Trust Architecture 

implementation began this fiscal year, based on Executive 

Order 14028, Improving the Nation’s Cybersecurity and related 

guidance from the U.S. Department of Homeland Security. 

This architecture is a security model that eliminates implicit 

trust in any one element, node or service and, instead, requires 

continuous verification.

RISK #1

Cybersecurity

The risk of network intrusion by malicious internal and 

external threats.

RISK RATING

4 Likelihood

5 Impact

20 Risk Score

Explanation: Cybersecurity is the agency’s highest rated risk. IT 

systems are vital to the continuity of operations, and a systems 

breach could potentially compromise sensitive information, 

affect service delivery and threaten the safety and security of 

those who work on and visit the Capitol campus.
ARCHITECT OF THE CAPITOL 4 4 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

SECTION 1 • MANAGEMENT’S DISCUSSION & ANALYSIS

A review of the vulnerability management program identified 

the need for updates to the existing policy and procedures. In 

FY 2023, a gap analysis will compare the current capabilities 

with the current and future business requirements so that the 

program can identify, analyze and manage vulnerabilities. 

Accordingly, a policy memorandum was issued as interim 

guidance for supply chain risk management. Upon release 

of the final NIST SP 800-161, Cybersecurity Supply Risk 

Management Practicesfor Systems and Organizations, the 

memorandum will be updated to guide the agency’s protection 

against supply chain risks.

RISK #2

Physical Security

The risk that the AOC fails to protect people, property, 

physical assets and information from threats, actions and 

undesirable events that could cause damage and/or loss.

RISK RATING

4 Likelihood

5 Impact

20 Risk Score

Explanation: Providing a safe and secure environment across 

all AOC facilities is ranked as the second highest agency 

risk. Keeping physical infrastructure secure, coordinating 

construction security, managing personnel suitability and 

collaborating with external security partners while minimizing 

the impact of security protocols on those who work and visit the 

Capitol campus is a unique challenge.

Risk Responses: To manage this risk to an acceptable level, 

the AOC will develop a multiphased, standardized physical 

security governance doctrine, define security roles and 

responsibilities and implement a physical security awareness 

training program to educate and inform personnel. The training 

will focus on security policies and governance, with a targeted 

implementation date of December 2023.

The physical security initiatives and long-term programs 

support the the U.S. Capitol Police (USCP) and the House 

and Senate Sergeant at Arms’ efforts to secure the Capitol 

campus through critical infrastructure protection, emergency 

management, employee and contractor suitability and 

construction project security. In late FY 2021, Congress passed 

an emergency security supplemental appropriation that 

provided the AOC with $300 million to upgrade windows 

and doors, install new security cameras and implement other 

improvements. With Congressional support, the AOC initiated a 

comprehensive facility security assessment that will inform new 

security enhancements and strengthen the security posture of 

the Capitol campus. 

RISK #3

Deferred Maintenance 

and Capital Renewal

The risk that the AOC does not obtain the resources 

required or implement the processes needed to 

adequately reduce the deferred maintenance and 

capital renewal backlog.

RISK RATING

4 Likelihood

4 Impact

16 Risk Score

Explanation: Deferred maintenance and capital renewal is 

ranked as the third highest agency risk. Meeting the mission of 

preserving and maintaining the aging facilities of the Capitol 

campus requires proactive routine maintenance on the facilities 

and equipment systems to minimize the likelihood of failure. 

If adequate funding is unavailable and processes are not 

developed and applied to address necessary maintenance, 

repairs and projects, major damage to facilities, service 

disruptions and more costly future repairs could ensue. As of 

September 30, 2022, the estimated deferred maintenance and 

capital renewal backlog for the Capitol campus was $2.06 billion 

and 56 percent of the AOC’s major buildings were rated as 
ARCHITECT OF THE CAPITOL 4 5 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

SECTION 1 • MANAGEMENT’S DISCUSSION & ANALYSIS

either in “poor” or “fair” condition. Of the total backlog, $952 

million is required to improve “poor” and “fair” facilities to 

good condition.

Risk Responses: Managing the deferred maintenance backlog 

requires significant planning. The Line-Item Construction 

Program (LICP) helps identify and prioritize projects for 

congressional consideration. In conjunction with this program, a 

project charter process identifies the LICP project requirements 

as early as possible. A facility condition assessment (FCA) 

dashboard allows improved engagement with facility data, work 

elements, risk ratings and backlogs.

In FY 2022, the AOC continued to develop Vision 2100, which 

provides an 80-year vision for the Capitol campus, guides longrange planning and serves as a guide for the Capitol Complex 

Master Plan (CCMP). The CCMP will provide a 20-year strategy 

for infrastructure priorities, investments and projects and will 

inform future five-year strategic plans. Once implemented, the 

Enterprise Asset Management (EAM) system will further assist in 

the identification and prioritization of facility needs. 

Key activities to reduce this risk include the identification and 

prioritization of all deferred maintenance and capital renewal 

needs and the prioritization of preventive maintenance projects 

over modernization and new construction. To assist with 

this effort, the AOC will track the reduction of the deferred 

maintenance and capital renewal backlog overall and by 

jurisdiction with Facilities Management, Grounds Management 

and Minor Construction funding, with a target of 2 percent per 

year per jurisdiction. The AOC will also revise the definition 

of “Minor Construction” in the FY 2024 budget submission 

to focus on backlog reduction rather than emergencies and 

client requests. The agency also plans to establish a deferred 

maintenance and capital renewal funding line in the FY 2025 

budget request.

Refrigeration Plant Revitalization

The AOC’s Capitol Power Plant generates chilled water for 

air conditioning systems on the Capitol campus and for 

nearby noncongressional buildings on a reimbursable basis.

Built in the 1970s, the plant has exceeded its 25-year life 

expectancy, causing efficiency and reliability issues. The AOC 

is overseeing a multiyear, multiphase Refrigeration Plant 

Revitalization project to renovate the plant. 

This fiscal year, the AOC completed Phase 4 of the project, 

which involved the replacement of the original 480-volt 

switchgear; refurbishment of the structural, mechanical, 

electrical and ancillary systems of the two cooling towers; 

the replacement of stainless-steel plating throughout 

the cooling tower basin; and the required start-up and 

commissioning work. The construction work required 

extensive agencywide coordination to ensure continuous 

reliable and uninterrupted refrigeration operations. The 

project has resulted in increased chilled water generation 

efficiency and improved reliability for this vital utility.

The AOC also awarded the contract for Phase 5 this fiscal 

year, which will replace and reconfigure the corroding 

40-year-old water piping, install fire protection and lifesafety egress upgrades and improve the plant’s reliability. 

This phase is imperative to prevent pipe breaks and 

damage to the chiller system that could impede Capitol 

campus operations. Proposed future phases will address 

the installation of two primary chilled water pumps and 

the replacement of five condenser water pumps that have 

exceeded their estimated useful life.

CAPITOL HIGHLIGHTS
ARCHITECT OF THE CAPITOL 4 6 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

SECTION 1 • MANAGEMENT’S DISCUSSION & ANALYSIS

RISK #4

Life Cycle Project Management

The risk that AOC projects are not effectively planned, 

scoped and executed within the approved parameters 

(i.e., cost, schedule, safe delivery, high quality and with 

minimal client disruption).

RISK RATING

3 Likelihood

4 Impact

12 Risk Score

Explanation: Life cycle project management is ranked as the 

fourth highest agency risk. The AOC simultaneously manages 

and executes multiple high-visibility, large-scale and long-term 

projects to meet the infrastructure needs of the Capitol campus, 

along with smaller projects. Effective project management 

processes are required to deliver these projects cost effectively, 

on time, safely and with high quality and minimal disruptions. 

These processes help to balance schedules, costs and risks 

over numerous project phases, while minimizing disruptions 

and sustaining the necessary staff to support design and 

construction activity.

Risk Responses: The AOC continues to modernize its project 

planning tools and technology and enhance management 

processes. This helps ensure the effective delivery of its design 

and construction projects. As a fundamental starting point, the 

agency also established an official, enterprisewide definition 

for the term “project.” This will help categorize projects by 

linking them to certain common life cycle characteristics, such 

as processes to be followed, records of work completed and 

funding approaches.

The AOC will continue to modernize, refine and expand the use 

of the e-Builder project management system to improve project 

delivery. This system provides managers with more accurate 

costs, schedules, resources, data analytics and other essential 

project execution data to deliver safe, high-quality projects 

with minimal disruptions. Moreover, based on the Committee 

on House Administration’s guidance, the AOC will implement a 

project assessment program (akin to an internal audit function) 

through the Office of the Chief Engineer (OCE). Currently, 

monthly reviews of project metrics assist in identifying outof-tolerance projects based upon cost, schedule and safety. 

From those reviews, the agency will assess issues and identify 

root causes.

RISK #5

Manager-Employee 

Engagement Expectations

The risk that the AOC is not intentional and timely in 

regularly communicating agency priorities and other 

essential information with employees across the agency.

RISK RATING

3 Likelihood

4 Impact

12 Risk Score

Explanation: Improved manager-employee engagement 

expectations is ranked as the fifth highest agency risk. This 

ranking reinforces the results of employee focus groups that 

identified management communication as a significant concern. 

While engagement communications have always been critical, 

the increase in workplace flexibilities because of the COVID-19 

pandemic has highlighted the importance of intentional, routine 

and timely communications.

Risk Responses: In FY 2022, the AOC issued a five-year Human 

Capital Strategic Plan that identified the critical link between 

employee engagement and retention. To understand the 

current workforce perspective on manager-employee 

communications and routine knowledge sharing, the AOC 

reestablished its participation in the Federal Employee 

Viewpoint Survey (FEVS). An organizational climate survey 

tool, the FEVS allows employees to share their perceptions 
ARCHITECT OF THE CAPITOL 4 7 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

SECTION 1 • MANAGEMENT’S DISCUSSION & ANALYSIS

about their work experiences and provides the agency with 

concise data on employee satisfaction with leadership and 

supervisor communication, among other things. The AOC 

expects to receive its FEVS results from the Office of Personnel 

Management early in FY 2023 and will use that information to 

identify opportunities for enhancing communication on agency 

priorities and other essential information with employees. 

To increase employee access to information and improve 

communication capabilities, the AOC will conduct a feasibility 

study on providing cell phones to all employees. By providing 

this technology, employees would have increased access 

to information and improved communication capabilities. 

The technology would also permit the AOC to remotely 

disseminate security protocols and training. The AOC is 

considering 360-degree performance appraisals for managers 

and leadership. These tools hold managers and leadership 

accountable and empower employees to provide feedback 

without reprisal. As this will require additional funding, it 

is being considered for a future phase of the Performance 

Communication, Evaluation System (PCES).

RISK #6

Workplace Health and Safety

The risk that the AOC fails to provide a physically safe 

work environment.

RISK RATING

3 Likelihood

4 Impact

12 Risk Score

Explanation: Workplace health and safety is ranked as the sixth 

highest agency risk. The AOC is responsible for ensuring a safe 

and healthy environment for those who work at or visit the 

Capitol campus, and the agency includes safety as one of its 

core values. To uphold a robust health and safety culture, the 

agency integrates fire and life-safety planning, building code 

compliance, health and safety, accessibility, environmental 

An Accessible Capitol Campus 

Many of the historic buildings under the AOC’s care 

were constructed before the establishment of current 

accessibility standards and require upgrades to provide 

reasonable accommodations for individuals with 

disabilities. While in some cases the original construction 

of the buildings or historical considerations render 

accessibility upgrades extremely difficult or impossible, the 

AOC is committed to addressing accessibility issues where 

possible so that all who work on or visit the Capitol campus 

have equal access to the facilities and spaces.

This fiscal year, the AOC completed numerous Americans 

with Disabilities Act (ADA)-related remediation projects 

identified by the Office of Congressional Workplace 

Rights. Notable accomplishments include the installation 

of specialty elevator lifts at the U.S. Capitol Building’s 

Senate Chamber dais and a chairlift at the Hart Senate 

Office Building, the conversion of a second entrance at 

the Dirksen Senate Office Building to meet accessibility 

standards and the completion of a study for conversion at 

the building’s final entrance. 

In addition to accessibility projects, major renovation 

projects provide opportunities to reconfigure 

infrastructure with ADA-compliant features while also 

considering the historical character of the facility. For 

example, the Cannon Renewal included constructing ADAaccessible building entrances, widening doorways, adding 

family restrooms, installing accessible drinking fountains 

and adding elevators. 

CAPITOL HIGHLIGHTS
ARCHITECT OF THE CAPITOL 4 8 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

SECTION 1 • MANAGEMENT’S DISCUSSION & ANALYSIS

compliance and emergency preparedness measures into its 

daily operations and projects. Meeting the safety requirements 

of the Capitol campus while providing access to its public 

buildings and preserving its historic and architectural integrity is 

a significant challenge.

Risk Responses: The AOC is committed to fostering and 

sustaining a robust safety culture and integrating preemptive 

measures into its operations, maintenance activities and 

construction projects. This culture includes design reviews, 

construction specifications, fire and life-safety code compliance, 

fire alarm testing, walk-through inspections, industrial hygiene 

monitoring and hazardous waste management. 

In response to this risk, the AOC will foster an agencywide 

safety culture through the expanded use of its new Integrated 

Safety Management System (ISMS). The ISMS was established 

to embed an intentional, robust and leadership-driven 

framework for implementing, maintaining and improving 

safety processes. With a new workplace culture that emphasizes 

safety, the AOC will increase its jurisdictions’ participation 

in the Safety Observations and Reflections (SOAR) training 

program by 100 percent. The program applies to employees, 

supervisors and managers, and focuses on the behavioral 

aspects of individual safety, encouraging workplace habits that 

reduce unsafe conditions and practices. To supplement this 

program, mandatory safety training requirements have been 

implemented for employees, which will be tracked through 

AOC Learn.

Furthermore, the AOC will reduce Office of Congressional 

Workplace Rights (OCWR) findings over a six-year timeframe. 

The OCWR conducts biennial inspections of legislative branch 

facilities and grounds to ensure safety and accessibility. To 

improve safety and accessibility, the AOC will focus on training 

and self-inspections, ensuring that jurisdictions have corrective 

action plans for ADA and inspection findings, monitoring closure 

rates and tracking and reporting performances quarterly. 

RISK #7

Data Quality and Governance

The risk that decision-quality data is not readily 

available to achieve strategic objectives and there is 

no established data governance structure, which could 

compromise data security.

RISK RATING

3 Likelihood

4 Impact

12 Risk Score

Explanation: Data quality and governance is ranked as the 

seventh highest agency risk. The twofold focus of this risk 

aims to ensure that data is reliable and available as an agency 

asset for achieving strategic objectives while ensuring that 

appropriate and consistent data structures exist to support 

data management. Improved data quality and governance will 

enable better quality decisions through leveraging data. 

Risk Responses: The AOC does not have a mature data program 

that enables data-driven decisions. The agency’s data comes 

from multiple disparate sources. There is no overarching 

governance structure in place to standardize policy and 

guidance on how data is managed and reported.

To manage this risk, the AOC will develop data governance 

roles, policies and procedures. Such policies should provide 

guidance on the proper and ethical use of data, while 

improving data access by adding flexibility and empowerment 

to the governance framework. Once implemented, this 

framework will help integrate crosscutting enterprise data to 

facilitate more agile, accurate, cost-effective and data-driven 

decision-making. In support of governance roles, policies 

and procedures, the AOC will also conduct a full inventory of 

available data within the agency. In support of governance 

roles, policies and procedures, the AOC will also conduct a full 

inventory of available data within the agency.
ARCHITECT OF THE CAPITOL 4 9 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

SECTION 1 • MANAGEMENT’S DISCUSSION & ANALYSIS

RISK #8

Expectation 

(External Communications)

The risk that the AOC does not manage the needs and 

expectations of stakeholders (i.e., clients, customers and 

oversight entities) based on the actual level of capacity 

the AOC has to fulfill requests.

RISK RATING

4 Likelihood

3 Impact

12 Risk Score

Explanation: The expectation risk is ranked as the eighth 

highest agency risk. This risk is aligned with the Provide 

Extraordinary Services strategic goal — in particular to client 

services provided for the agency’s congressional stakeholders 

and other tenants of AOC-managed facilities. Driving factors 

for this risk relate to the management of multiple tenant 

service requests in a timely and accurate fashion. Furthermore, 

communicating clearly and consistently with facility tenants 

using clearly defined, consistently applied and transparent 

policies and procedures will be critical to success. In managing 

this risk, the AOC will continue to work with its congressional 

stakeholders to develop and report key measures that are 

meaningful to customers and reflect the agency’s day-today operations. 

Risk Responses: The risk responses are under development 

and evaluation.

RISK #9

IT Infrastructure

The risk that the AOC does not have a proper IT 

infrastructure in place to support current and future 

technology requirements.

RISK RATING

3 Likelihood

4 Impact

12 Risk Score

Explanation: IT infrastructure is ranked as the ninth highest 

agency risk. Driving factors for this risk relate to the location, 

age and viability of the agency’s data centers, along with the 

need to maintain consistent network availability across the 

Capitol campus. Although the likelihood of this risk was deemed 

to be moderate, the impact would be significant if the IT 

infrastructure, services and functions were to fail.

Risk Responses: IT Infrastructure comprises the components 

required to operate and manage enterprise-level IT 

environments. The current IT Infrastructure presents a risk to 

supporting current and future technology requirements. The 

risk response plan outlines a proactive approach to meeting 

operational goals while staying viable within the federal 

IT environment. 

To manage this, the AOC will develop a cloud-based strategy 

to articulate the future use of private, public and hybrid 

cloud architectures. The AOC will also explore “as-a-service” 

models to support business activities in a secure and resilient 

environment. Through research, the AOC will identify potential 

courses of action for relocating the Ford House Office Building 

data center. The current data center infrastructure will be 

assessed and opportunities identified to reduce resources 

in preparation for a potential migration to a cloud-based 

infrastructure. Future risk responses will include developing a 

formal migration plan (to include funding requirements) and, 

eventually, relocating the data center to a new facility that is 

geographically diverse, colocated or cloud-based.
ARCHITECT OF THE CAPITOL 5 0 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

SECTION 1 • MANAGEMENT’S DISCUSSION & ANALYSIS

To update fiber-optic infrastructure, the AOC will analyze the 

current fiber-optic infrastructure of the Capitol campus and 

identify requirements to increase network speed to meet future 

business needs. That analysis will allow the development of 

a fiber-optic infrastructure project plan. Work will also begin 

on currently funded initiatives to modernize the off-site data 

center. These initiatives include replacement of the facility’s roof, 

chiller, and fire alarm system. Meanwhile, the AOC will formulate 

budget requests for future planned projects, including building 

a robust infrastructure with concurrent backup systems to 

ensure reliability. The AOC will work to reach an agreement with 

the legislative branch organizations operating out of the facility 

and changing the data allocation process when needed.

Aging IT equipment may create additional technology risks. 

To manage aging equipment, the AOC will establish a funded 

capital equipment replacement program to professionalize 

the equipment replacement process, prevent the presence of 

infrastructure unsupported by vendors and allow the AOC to 

forecast IT needs.
ARCHITECT OF THE CAPITOL 51 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

SECTION 1 • MANAGEMENT’S DISCUSSION & ANALYSIS

Climate-Related Financial Risk

The May 2021 Executive Order on Climate-Related Financial Risk encourages federal agencies to summarize efforts taken or 

planned to assess, measure and mitigate risks related to climate change that could affect the entity’s financial performance, position 

or condition. While exempt from the executive order, the AOC commissioned a report to evaluate the potential impacts that extreme 

weather conditions may pose to the agency’s mission and infrastructure as part of a prior strategic planning effort. The report provided 

a high-level analysis of likely extreme weather impacts to the Washington, D.C. region and recommended strategies the agency could 

employ to minimize or remediate the risks posed to the Capitol campus.

The evaluation focused on the most critical facilities under the AOC’s care and narrowed the analysis to four likely areas of impact: 

sea level rise and severe rainstorms, ice and snowstorms, extreme temperatures, hurricanes and windstorms. The evaluation, which 

included 27 facilities, revealed consistent areas of vulnerability and recommended strategies for mitigating potential damage. The key 

themes in the report included: all AOC facilities are susceptible to water infiltration and damage; all AOC facilities are susceptible to 

exterior envelope damage from multiple extreme weather impacts; and many facilities, systems and specialized collections and spaces 

are insufficiently supported by standby power. 

As part of this study, the AOC developed a summary scorecard for each facility that shows the weather risks, possible courses of 

action and a cost model assessing an approximate cost for each course of action. The report also identified simple and immediate 

remediation efforts that could be taken to address many of these risks, including regular inspections and assessments, regular 

updates to preventive maintenance plans, improved standard operating procedures and updated project identification and program 

development processes.

In FY 2022, the AOC completed a Capitol Power Plant Master Plan that outlines the utility infrastructure upgrades necessary to allow 

the AOC’s facilities to operate during extreme weather. The agency also completed a resiliency assessment, using the National 

Renewable Energy Laboratory process. These climate assessments will be used to inform the Capitol Complex Master Plan process.

CAPITOL HIGHLIGHTS
SECTION 1 • MANAGEMENT’S DISCUSSION & ANALYSIS

From the day-to-day activities of the AOC to major projects and special events, our photographers 

document the agency’s mission. These photos depict the fiscal year at the AOC. 

Year in Photos

The Senate Fountain in the early morning. Decorative painters applied a faux marble finish to over 100 columns in the House Office Buildings.

The USBG hosts a webinar in the Conservatory.

A view of Senate Park from the roof of the Russell Building, with a 

double rainbow in the sky.

YEAR IN PHOTOS

ARCHITECT OF THE CAPITOL 52 2022 PERFORMANCE AND ACCOUNTABILITY REPORT
SECTION 1 • MANAGEMENT’S DISCUSSION & ANALYSIS

The AOC supported three lying in state ceremonies during FY 2022. 

Chief Security Officer Valerie Hasberry, Director of the Capitol Grounds 

and Arboretum James Kaufmann and Capitol Building Superintendent 

Mark Reed were honored as finalists for the Samuel J. Heyman Service 

to America Medals in the category of Management Excellence for their 

leadership during the cleanup, restoration and enhanced security of 

the Capitol campus following the events of January 6, 2021. 

The lawn of the U.S. Capitol Building in the morning.

The USBG reopened to the public in April, welcoming visitors with 

a new agriculture-themed exhibit, “Cultivate: Growing Food in a 

Changing World.”

YEAR IN PHOTOS

ARCHITECT OF THE CAPITOL 53 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

The AOC maintains and preserves more than 286 acres of landscape

across the Capitol campus.

A CVC guide leading a tour. The CVC reopened in FY 2022 after being 

closed for more than two years due to the COVID-19 pandemic.
ARCHITECT OF THE CAPITOL 5 4 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

SECTION 2

Performance

Information
ARCHITECT OF THE CAPITOL 55 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

Overview

This section provides information on the agency’s progress towards achieving the goals 

and objectives described in the Bridge Strategic Plan and Performance Plan, including 

progress on strategic objectives and performance goals. The section also summarizes 

the Strategic Plan framework, performance data verification, strategic goals and 

objectives, performance goals and key performance indicators (KPI).

Introduction

In FY 2022, the AOC published a new strategic plan covering FY 2022 through FY 

2025. The Bridge Strategic Plan defines the strategic performance framework and 

serves as a transition from the prior plan to a new one that supports the the agency’s 

organizational transformation through the development of a new long-term vision 

for the Capitol complex. This Bridge Strategic Plan maintains the four strategic 

goals from the prior plan that focus efforts to execute the mission, leverage core 

competencies and pursue the agency’s vision. Maintain Awe-Inspiring Facilities and 

Provide Extraordinary Services — the first two strategic goals — are program-oriented. 

They align with the agency’s core mission areas. Foster an Innovative and Empowered 

Workforce and Operate as One Team, Dedicated to One Mission — the third and 

fourth strategic goals — are values-focused. They promote employee engagement, 

accountability and a culture of innovation, collaboration and safety. Each strategic goal 

is defined below and operational KPIs are included to indicate progress towards the 

strategic goal where applicable.

The AOC cleaned and recaulked the fountain on the West Front of the U.S. Capitol Building in FY 2022, part of the ongoing 

Capitol Exterior Preservation — Stone and Metal project.
ARCHITECT OF THE CAPITOL 5 6 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

SECTION 2 • PERFORMANCE INFORMATION

As part of the organizational transformation that began in FY 

2021, AOC leadership identified six initiatives as opportunities 

for transformation that are critical to the agency’s long-term 

success: AOC University; Building Official; Cultural Behaviors 

Transformation; Enterprise Asset Management; Human Capital 

Strategy; and Vision 2100 Master and Strategic Plans. These 

initiatives serve as the agency’s strategic objectives in the 

Bridge Strategic Plan. Each strategic objective aligns with 

multiple strategic goals, as shown in Figure 24.

The Bridge Strategic Plan also outlines performance goals 

for each strategic objective. These 28 goals, broken out by 

fiscal year, provide specific near-term targets to help the 

agency meet its strategic objectives. Where possible, these 

performance goals include a performance indicator, a target 

and a time period, which are expressed in objective, quantifiable 

and measurable forms. In some cases, “alternative form” 

performance goals, e.g., milestones, are used to measure 

progress toward the strategic objective. 

The FY 2022 Agency Strategic Performance Plan helps track 

performance and success for the strategic objectives. It also 

identifies and further defines the performance goals and 

KPIs where possible. The AOC refreshes its Performance Plan 

annually based on performance reviews and changes in internal 

and external operating environments. The Bridge Strategic Plan 

is focused on continuous improvement, fostering innovative 

ways to serve tenants and visitors and providing opportunities 

for employees to grow and advance. The FY 2022 Agency 

Strategic Performance Plan, which includes 13 strategic KPIs, 

is focused on tracking progress of the strategic objectives that 

are important to the agency’s long-term success. The FY 2022 

performance goals and strategic KPIs are provided with their 

associated strategic objective below. As future strategic plans 

are developed to replace the Bridge Strategic Plan, the AOC will 

refine strategic objectives that reflect the AOC’s mission and 

develop KPIs that provide meaningful performance data.

 

 

FIGURE 24: Strategic Goals and Objectives
ARCHITECT OF THE CAPITOL 5 7 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

SECTION 2 • PERFORMANCE INFORMATION

The AOC’s Balanced Scorecard

As part of the organizational transformation and to assist in 

the development of a long-term vision for the agency, the AOC 

has implemented a balanced scorecard strategic planning 

and management system. The balanced scorecard assists the 

AOC in better communicating goals, aligning day-to-day work 

with strategy, prioritizing projects, products and services and 

measuring and monitoring progress towards strategic targets. It 

connects the projects and programs the KPIs used to track success, 

the strategic objectives and the agency’s mission, vision and 

strategy. 

The Balanced Scorecard Institute has defined Nine Steps 

to SuccessTM for a balanced scorecard strategy framework: 

Assessment, Strategy, Strategic Objectives, Strategy Mapping, 

Performance Measures, Strategic Initiatives, Performance 

Analysis, Alignment and Evaluation. The new Bridge Strategic 

Plan was developed in FY 2022 under the assessment step. 

As a legislative branch agency, the AOC does not have 

mandated performance reporting requirements, though it uses 

this report to publish its performance results for transparency 

and accountability. The AOC is not required to submit its 

performance results to the Office of Management and Budget 

(OMB) and this Performance Information section is not linked to 

the executive branch’s performance and accountability website, 

www.performance.gov. Similarly, the AOC does not contribute 

to the OMB’s Cross-Agency Priority (CAP) goals. 

Data Validation and Verification

The AOC is committed to ensuring the completeness, reliability, 

usefulness and quality of the performance data included in 

the PAR and has mechanisms in place to validate and verify the 

accuracy of reported information. These efforts entail regular 

assessments that address standards and processes, data entry, 

transfer, integrity, limitations and governance. The assessments 

occur frequently in the development stages of dashboards and 

management reports to mitigate errors before deployment, as 

well as to confirm the usefulness of data in decision-making. 

Subject matter experts and agency executives conduct datadriven meetings to evaluate performance. Data validation and 

verification includes:

 Use of applied measurement techniques to identify sources, 

validate data and generate meaningful information 

 Identification and implementation of authoritative sources, 

calculations and standards 

 Use of automated data collection systems 

 Use of automated and manual data checking procedures 

 Analysis of data and identification of possible discrepancies 

for resolution 

 Implementation of controls such as restricting permissible 

values, flagging outliers for review and visualizing results

 Review by data owners, data users and subject 

matter experts 

 Deployment of enterprise tools for standardized reporting 

 Review and discussion of performance results with 

senior leadership 

 Improvement of data integrity by ensuring internal 

reports and dashboards use the same data sources and 

support calculations 

The long-term goals described in the Bridge Strategic Plan 

inform the annual KPIs included in this report. The AOC 

maintains documentation for each KPI that includes a 

description of the KPI’s relevance, data source and owners, 

underlying calculations, data validation steps, definitions of 

relevant terms and a summary of data limitations and risks that 

might impair accuracy. This information improves the validity, 

accuracy and depth of the data used to measure performance. 

Performance dashboards allow the AOC to assess performance, 

ensure data quality and enable the automated reporting of 

analytics with authoritative data. To improve the reliability of 

its performance data, the AOC certifies data sources, performs 

quality checks of indicator outputs and uses the dashboard 

software to flag input errors and execute test calculations. 

Key to Performance Results:

Target Met Target Not Met
ARCHITECT OF THE CAPITOL 5 8 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

SECTION 2 • PERFORMANCE INFORMATION

Strategic Goal 1

Maintain Awe-Inspiring Facilities

The AOC’s mission centers on our stewardship 

of the structures and grounds of the nation’s 

capital. We must ensure every visitor to Capitol Hill 

experiences the grandeur of these architectural 

treasures at their very best.

The AOC’s Maintain Awe-Inspiring Facilities strategic goal 

focuses on the core mission responsibilities to operate, 

manage and preserve the iconic buildings, grounds and 

heritage assets of the Capitol campus. Under this goal, the 

AOC supports congressional and Supreme Court of the United 

States operations through the provision of effective facilities 

The exterior restoration of the U.S. Capitol Building is one of the AOC’s major stone preservation projects. FY 2022 saw the 

installation of scaffolding and the initiation of paint stripping and stone repair on the building’s west façade.

management, project delivery, cultural preservation and 

related services. The agency employs experts in tradecrafts 

who balance the unique responsibility of preserving historic 

buildings and meeting modern workforce needs. As part of this 

goal, the AOC develops sustainability practices for the Capitol 

campus (including the Capitol Power Plant) that reduce the 

agency’s energy usage and save millions in taxpayer dollars. In 

addition, this goal prioritizes deferred maintenance and capital 

renewal projects. 

Three strategic objectives support this strategic goal: 

Building Official, Enterprise Asset Management and Vision 

2100 Master and Strategic Plans. More information on the 

strategic objectives, performance goals and strategic KPIs is 

included below.
ARCHITECT OF THE CAPITOL 59 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

INSIGHT OPERATIONAL KPI

Reduce Cumulative Energy Intensity Use 

Overview

This operational KPI addresses the AOC’s energy and 

sustainability program by measuring the cumulative reduction 

of energy use on the Capitol campus. Through FY 2015, the 

AOC achieved cumulative energy reductions of over 30 percent, 

as mandated under the Energy Independence and Security 

Act of 2007. This accomplishment capped 10 years of energy 

reductions, saving the agency over $94 million. Starting in FY 

2016, the AOC targeted an additional 2 percent reduction per 

year over the next 10 years; the 32 percent target for FY 2016 

increased to 44 percent for FY 2022 and will ultimately reach 50 

percent in FY 2025.

Performance Results

This fiscal year, as shown in Figure 25, the AOC met its targeted 

performance, achieving a cumulative reduction of 48.3 percent. 

Completed energy savings performance contract (ESPC) projects 

provide energy and water savings for the Capitol campus. 

Further savings resulted from retro-commissioning mechanical 

systems and improving building system monitoring. The 

implementation of large-scale Capitol campus infrastructure 

projects, such as the Cannon Renewal, will help the agency build 

on these energy savings. In FY 2022, the cumulative performance 

dropped slightly from the previous fiscal year. This was due to 

facilities requiring increased electric usage as more building 

occupants returned to on-site work and increased HVAC 

operations (due to the COVID-19 pandemic) continued across the 

Capitol campus. Target Met

Trend: The agency’s performance exceeded its 

targeted reduction for five of the past six fiscal years.

 

 

 

FIGURE 25: Reduce Cumulative Energy Intensity Use

TARGET MET

SECTION 2 • PERFORMANCE INFORMATION
ARCHITECT OF THE CAPITOL 6 0 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

INSIGHT OPERATIONAL KPI

Facility Condition Index 

Overview

This operational KPI measures the AOC’s ability to 

maintain its facility inventory and is based on the 

Facility Condition Index (FCI), a benchmark used to 

objectively assess a facility’s current and projected 

condition. The FCI categorizes facilities either as 

poor, fair, good or very good. The AOC’s FCI is 

calculated as the estimated cost of all identified 

deferred maintenance divided by a building’s 

current replacement value. A ratio of less than 0.02 is 

considered very good, between 0.02 to 0.05 is good, 

between 0.05 to 0.10 is fair and more than 0.10 is 

poor. The performance target is for the percent of 

major buildings in poor or fair condition to be less 

than or equal to the previous year. For purposes of 

this indicator, 27 of the AOC’s facilities are considered 

major buildings. There has been no change in the 

methodology for computing deferred maintenance 

and current replacement value from prior years. Due 

to the advanced age of many of the AOC’s facilities, 

it is a priority to maintain their condition in at least 

good condition.

Performance Results 

In FY 2022, as shown in Figure 26, the percentage of 

major buildings in either poor or fair condition 

decreased to 51.9 percent (14 of the 27 major 

buildings). To ensure that the information used to 

measure building conditions was up to date, the AOC 

completed seven facility condition assessments (FCA) 

 

 

 

FIGURE 26: Facility Condition Index

TARGET MET

to modify the FCI computations and identify ongoing facility 

issues. An FCA dashboard provides up-to-date facility data 

and allows the agency to monitor its portfolio of major 

buildings and optimize the public’s investment in federal 

facilities. Since the percentage of buildings in poor or fair 

condition did not increase in FY 2022, the AOC met its 

performance target for this success metric. Target Met

SECTION 2 • PERFORMANCE INFORMATION
ARCHITECT OF THE CAPITOL 61 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

SECTION 2 • PERFORMANCE INFORMATION

Cannon Renewal 

The Cannon House Office Building, the oldest congressional building other than the U.S. Capitol and the Thomas Jefferson Building, is 

undergoing a complete renewal. The century-old building had not received a comprehensive system upgrade since the 1930s and was 

suffering from operational and structural issues that jeopardized its long-term functionality and safety. The 10-year Cannon Renewal 

has five phases (Phases 0-4), at the end of which the facility will provide modern amenities, upgraded systems and an effective 

workplace to support congressional operations. The project also incorporates many accessibility improvements.

In FY 2022, the AOC neared completion of Phase 3 of the Cannon Renewal. This phase addressed the east side of the building and 

included the demolition and abatement of Member suites and upgrades for the associated HVAC, plumbing, electrical, fire protection, 

telecommunications and security systems. Notable highlights of this phase included the ongoing construction of a new fifth floor and 

the completion of the Veterans’ Affairs Hearing Room upgrades. Work also included the restoration and modernization of the Cannon 

Caucus Room, the second-largest gathering space on the Capitol campus. Phase 3 is planned for substantial completion in January 

2023, in time for the beginning of the 118th Congress. The AOC also completed the design review and award for Phase 4. This final 

phase, scheduled to begin in January 2023, will address the south side of the building.

To improve agency efficiency and prevent wasteful spending, the AOC Office of Inspector General completed assessments related to 

the Cannon Renewal. One assessment identified more than $93,000 in unallowable and questionable contractor reimbursements. 

Another determined that both the COVID-19 pandemic and the events of January 6, 2021, impacted the project’s cost and schedule. 

The AOC concurred with these conclusions, while acknowledging that economic factors (e.g., inflationary costs, labor shortages and 

supply chain issues) could result in additional costs.

www.aoc.gov/what-we-do/projects/cannon-renewal

CAPITOL HIGHLIGHTS
ARCHITECT OF THE CAPITOL 6 2 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

SECTION 2 • PERFORMANCE INFORMATION

Strategic Goal 2

Provide Extraordinary Services

We support our prestigious occupants in their 

critical mission to govern our country. We fulfill 

the journey of visitors from across our nation and 

around the world to celebrate and discover the 

center and symbol of American democracy. Our 

internal and external services are equally essential 

in the successful fulfillment of our mission, values 

and vision.

This strategic goal promotes an organizational culture that is 

focused on consistently recognizing and meeting customer needs 

by being responsive, courteous and taking ownership for actions. 

TABLE 13: Customer Service Types Associated With the Provide Extraordinary Services Strategic Goal 

CUSTOMER SERVICE TYPE DEFINITION

Client/Tenant Services Client services include normal and special request services provided to building tenants. A service call, written request 

or technician work order typically initiates normal client services (e.g., painting services). Client services also include 

special event support (e.g., the presidential inauguration) and the congressional office moves. 

Visitor Services Visitor services include providing a welcoming, informative and inspiring experience on the Capitol campus. The AOC 

provides free public tours, exhibitions, lectures and online programs to enhance the visitor experience. Visitor services 

also include restaurant management services and gift shop operations. 

Internal Services The AOC has many collaborative partnerships among its business units. Internal services include communications, 

contracting and procurement, financial and human resources, IT and project management. 

Like all customer service employees at the AOC, CVC tour guides are responsible for providing a welcoming, informative and 

inspiring experience to all visitors to the Capitol campus.

Table 13 defines the types of customer services associated with 

this goal. The terms “client” or “tenant” include Members of 

Congress and the Supreme Court, their staff and employees of 

other federal agencies working in AOC-managed facilities. The 

term “visitor” encompasses all persons coming to the Capitol 

campus, whether for business or leisure, or interacting with the 

agency virtually through its online programs. The term “internal” 

refers to AOC staff who provide support services for the rest of 

the agency. 

Three strategic objectives support this strategic goal: Building 

Official, Enterprise Asset Management and Cultural Behaviors 

Transformation. More information on the strategic objectives, 

performance goals and strategic KPIs is included below.
ARCHITECT OF THE CAPITOL 6 3 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

INSIGHT OPERATIONAL KPI

Customer Satisfaction

With Projects 

Overview

This operational KPI measures customer satisfaction 

with AOC-led design services and construction 

management to ensure the agency delivers projects 

with high customer satisfaction. The AOC facilitates all 

capital improvements, alterations, additions and repairs 

to the Capitol campus. Following the completion of a 

design or construction project, the AOC’s Office of the 

Chief Engineer issues a customer satisfaction survey 

to the AOC jurisdiction point of contact responsible 

for coordinating the project. The completed peer 

surveys provide the data for this operational KPI. 

The performance target is a combined 90 percent 

satisfaction rating. The AOC’s strategies to meet this 

operational KPI metric include leveraging best-in-class 

project management principles and strengthening 

facilities planning.

Performance Results

In FY 2022, the AOC received 44 project survey 

responses, representing 43 construction service 

projects and one design service project. The projects 

included U.S. Capitol Building sprinkler upgrades, 

relocating Rock Creek Park stone, Russell Senate Office 

Building attic door replacement and Thomas Jefferson 

Building generator replacement. Figure 27 illustrates 

the AOC’s achievement of a 96.4 percent satisfaction 

rating for design and construction projects — the 

Trend: The agency’s performance exceeded its target 

for the past six fiscal years.

 

 

 

FIGURE 27: Customer Satisfaction With Projects

TARGET MET

highest satisfaction rating in the past six years. This fiscal 

year, the AOC developed a new Tableau dashboard that 

enabled survey results to be to automatically calculated and 

able to provide assessments, trends, areas of improvement 

and examples of excellence. 

Target Met

SECTION 2 • PERFORMANCE INFORMATION
ARCHITECT OF THE CAPITOL 6 4 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

Capitol Campus Reopened for Visitors

In FY 2022, after being closed for more than two years due to the COVID-19 pandemic, the U.S. Botanic Garden (USBG) and U.S. Capitol 

Visitor Center (CVC) reopened to the public. In March 2022, the CVC began offering limited in-person tours to student groups and 

supporting Member-requested small tours (15 people or less). In April, the USBG opened the Conservatory to the public. The opening 

exhibit, “Cultivate: Growing Food in a Changing World,” is the largest in USBG history, occupying numerous indoor and outdoor spaces. 

In May, the CVC expanded its services to include public tours on a reservation-only basis and reopened the CVC restaurant.

In preparation for reopening the CVC’s publicly accessible spaces, the AOC completed necessary improvements for accessibility, safety 

and enhancement of the visitor experience. To limit the spread of airborne germs, the AOC designed, built and installed acrylic shields 

for the CVC ticket counters, Gift Shops and restaurant cashier stations. Publicly accessible spaces received a detailed cleaning, tile floors 

were repointed, damaged walls were patched and painted and a pollution control unit was rebuilt. The CVC staff received training on 

safety, providing world-class service and virtual presentation skills.

At the USBG, accessibility improvements within the Conservatory included new pathways along the Southern Exposure courtyard that 

provide better views and additional seating. A bog area for displaying carnivorous plants was also installed. Upgrades to the pavement 

in the Children’s Garden courtyard addressed tripping hazards and access concerns. In the Orchids house, stone walls and hardscaping 

were rebuilt to increase safety and a defunct waterfall was transformed into a new seeping wall.

www.visitthecapitol.gov and www.usbg.gov/visit

CAPITOL HIGHLIGHTS

SECTION 2 • PERFORMANCE INFORMATION

At the AOC, CVC tour guides provide a welcoming, informative and inspiring experience to all visitors to 

the Capitol campus.
ARCHITECT OF THE CAPITOL 6 5 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

SECTION 2 • PERFORMANCE INFORMATION

Strategic Goal 3

Foster an Innovative and 

Empowered Workforce

An empowered workforce will exercise greater 

responsibility for its performance and proactively 

apply well-informed judgment and innovation 

to solve problems with solutions that focus 

on results.

The AOC’s third strategic goal embraces the spirit of continuous 

and focused employee improvement to sustain the agency’s 

core mission. This goal provides employees with the tools, 

training and environment to excel in their respective duties. 

Effective and efficient mission achievement and improved 

service to our stakeholders is achievable through the enhanced 

alignment and strategic management of the agency’s 

The AOC requires a highly skilled workforce to accomplish its mission. The agency strives to provide these employees with 

the tools, training and environment to excel.

workforce. This strategic goal drives the AOC’s efforts to 

create a work environment that cultivates leadership, rewards 

excellence and creativity and assists the AOC in attracting, 

developing, engaging and retaining exceptional employees. 

The AOC is committed to ensuring its employees’ health, 

safety and security. To that end, all employees are required to 

participate in regular safety, injury avoidance and emergency 

preparedness training. These trainings, along with regular 

safety communications and protocols, improve staff awareness, 

preparedness and performance of the AOC’s safety and 

security requirements.

Three strategic objectives support this strategic goal: AOC 

University, Human Capital Strategy and Cultural Behaviors 

Transformation. More information on the strategic objectives, 

performance goals and strategic KPIs is included below.
ARCHITECT OF THE CAPITOL 6 6 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

INSIGHT OPERATIONAL KPI

External Safety 

Inspection Findings

Overview

This operational KPI measures the number of safety 

inspection findings identified by the Office of 

Congressional Workplace Rights (OCWR). Congress 

established the OCWR to enforce and administer 

workplace rights, accessibility and safety and health for 

congressional workers and visitors to the Capitol campus. 

During each biennial congressional cycle, the OCWR 

assesses the AOC’s spaces for safety hazards that require 

corrective action. The target for this measure is to have 

fewer OCWR findings than the rolling average of findings 

from the previous six years.

Performance Results

At the end of FY 2022, the OCWR identified 876 instances 

of safety noncompliance, which was fewer than the rolling 

six-year average (1,408 findings) and met the performance 

target for this KPI. However, the FY 2022 number is based 

on only 14 out of 24 scheduled inspections. The additional 

10 inspections will be conducted in FY 2023 during the 

final period of the 117th Congress. Target Met

Trend: The agency’s performance exceeded its 

targeted reduction for five of the past six fiscal years.

 

 

FIGURE 28: External Safety Inspection Findings

TARGET MET

Staff Named as Finalists for 

Service to America Medals

Three AOC employees were honored as finalists for 

the Samuel J. Heyman Service to America Medals (also 

known as the Sammies) in the category of Management 

Excellence. Chief Security Officer Valerie Hasberry, 

Director of the Capitol Grounds and Arboretum James 

Kaufmann and Capitol Building Superintendent Mark Reed 

were honored for their leadership during the cleanup, 

restoration and enhanced security of the Capitol campus 

following the events of January 6, 2021. Their leadership 

and management ensured that the work of Congress 

could continue later that evening and the 59th Presidential 

Inauguration could occur on schedule two weeks later.

Architect of the Capitol J. Brett Blanton noted that each 

of the honorees made quick assessments of what needed 

to be done, set priorities and motivated their staff to 

complete the job of cleaning up the debris and beginning 

the painstaking work of restoring the U.S. Capitol Building 

and Grounds, while simultaneously securing the perimeter 

of the Capitol campus. “What was impressive to me was 

the calming effect that Mark, Val and Jim had on their 

staffs,” said Blanton. “They focused on the mission and 

told employees, ‘Let’s do our job and enable democracy 

to prevail.’”

The Partnership for Public Service is a nonprofit, 

nonpartisan organization whose mission is to help make 

the government more effective. Every year, the Sammies 

recognize excellence in the federal workforce and inspire 

other talented and dedicated individuals to pursue 

public service. The Sammies highlight ways the federal 

government makes the country better, safer and stronger.

www.servicetoamericamedals.org/honorees/valeriehasberry-james-kaufmann-mark-reed/

CAPITOL HIGHLIGHTS

SECTION 2 • PERFORMANCE INFORMATION
ARCHITECT OF THE CAPITOL 67 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

SECTION 2 • PERFORMANCE INFORMATION

We must recognize and value that what may 

appear to be competing priorities for different AOC 

functions are ultimately in service to our united 

mission, values and vision.

The AOC’s fourth strategic goal focuses on the collaborative 

and integrated elements needed for the AOC to achieve 

results. The AOC works collectively to preserve and maintain 

the Capitol campus facilities by providing innovative, safe and 

professional services. Accomplishing the organizational goals 

and objectives requires diverse leadership and collaborative 

management. Delivering organizational excellence is a shared 

responsibility. Establishing a mission-oriented culture is built 

on consistent, high-quality customer experiences, sound 

resource management, reliable workforce planning and modern 

technology systems. 

The USBG Conservatory welcomed visitors in FY 2022 with a new agriculture-themed exhibit, renovated garden spaces with 

new plants on display and accessibility upgrades.

Delivering organizational excellence also requires a workforce 

connected to the AOC’s mission and to each other. It requires 

a culture that embraces a shared commitment to the mission 

and understands collaboration with fellow employees and with 

peer organizations as a path to success. Although the AOC does 

not contribute to the OMB’s CAP goals, the agency monitors 

their progress to identify the governmentwide priorities and 

challenges that impact the agency. In particular, the goals 

related to leveraging data as a strategic asset, developing a 

workforce for the 21st century and improving the customer 

experience are particularly relevant to the AOC and its future. 

This strategic goal promotes communication and collaboration 

within and among the agency’s jurisdictions and administrative 

offices to create a more efficient and effective organization. 

Three strategic objectives support this strategic goal: Cultural 

Behaviors Transformation, Enterprise Asset Management and 

Vision 2100 Master and Strategic Plans. More information on 

the strategic objectives, performance goals and strategic KPIs is 

included below.

Strategic Goal 4

Operate as One Team, Dedicated to One Mission
ARCHITECT OF THE CAPITOL 6 8 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

SECTION 2 • PERFORMANCE INFORMATION

The AOC fosters an environment that rewards growth, cooperation, inclusivity and accountability. In FY 2022, the following 

employees were nominated by the heads of their respective jurisdictions or offices for recognition in this report as exemplifying the 

AOC’s mission to serve, preserve and inspire:

Operate as One Team,

Dedicated to One Mission

James Adams and Amy Bolton 

U.S. Botanic Garden

James, Horticulture Manager, and Amy, Learning and Engagement Manager, worked together 

to ensure continued public engagement during the more than two-year closure of the 

USBG Conservatory and its successful April 2022 reopening. They both led thoughtful and 

comprehensive evaluations of their teams, leading to reorganization proposals for improved 

efficiency and performance.

Tove Anderson

Office of the Chief Engineer

Tove supported several complicated projects, such as the Senate Underground Garage and Landscape 

Restoration and the CVC Exhibition Hall Renovation. With Tove’s project management expertise, she has led her 

teams and managed client expectations with grace and ease.

Michael Dunn

Office of the Chief Administrative Officer

Michael has done an exceptional job leading the Photography and Technical Imaging Branch for nearly 20 years. 

He blends the sensibility of a historian with the technical expertise of an IT professional, ensuring that 

documentation in all media supports the AOC’s mission.

Eric Grimes

Supreme Court Building and Grounds

Eric is an exceptional supervisor and a role model. His leadership and acumen have been critical to implementing 

the Supreme Court Building and Grounds’ electrical resiliency program and planning the complicated outages 

required to test and integrate new system components.

Matt Harrison

Office of Safety and Code Compliance

Matt, a fire protection engineer, successfully negotiated solutions for accessibility in House office buildings

hearing rooms while balancing historic preservation, safety and responsiveness to client needs.

Kathleen Macfarlane

Office of the Chief Engineer

As a senior cost estimator, Kathleen supports multiple AOC teams and projects. She has inspired those around her 

while providing comprehensive support for the National Library Service for the Blind and Print Disabled project 

and the high-visibility Senate Employees’ Child Care Center.
ARCHITECT OF THE CAPITOL 6 9 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

SECTION 2 • PERFORMANCE INFORMATION

Maureen O’Connor

U.S. Capitol Visitor Center

Maureen is the CVC Employee of the Year. As an education specialist, she works tirelessly to expand the reach of 

programming. She shares her passion for the U.S. Capitol in many ways, including in the development of augmented, 

virtual and mixed reality experiences.

Diana Phillinganes

Library Buildings and Grounds

Diana, a general engineer, raises the bar for customer service and ensures that her team is focused on appropriate

project details. Diana has received rave reviews from the Library of Congress, and they are always delighted when

she is assigned to manage their projects.

David Rines

Capitol Building

As an HVAC supervisor, David applies the “Serve, Preserve and Inspire” mission to every aspect of his position. He 

encourages his employees and colleagues to think about the AOC’s mission and how their actions contribute to it 

throughout their workday.

Not Pictured:

Wayne Smith

Capitol Power Plant

An assistant supervisor of power plant operations, Wayne has worked at the Capitol Power Plant for 29 years, ensuring reliable, effective 

and efficient operations. Wayne has an inspiring positive attitude and is known for always stepping up to support his coworkers.

Gia Stancell

Human Capital Management Division

Gia, a supervisory human resource specialist, has provided exceptional leadership and insight into the AOC’s pandemic 

response. Her work resulted in the development of policy memoranda outlining safety protocols and leave flexibilities 

and the establishment of a COVID-19 health attestation system.

Janice Thomas

Senate Office Buildings

As an assistant superintendent, Janice oversees the enhanced nightly cleaning of more than 1 million square feet 

of office space in the three main Senate office buildings and provides outstanding leadership and care to 193 

employees in the jurisdiction’s Night Custodial Branch.

Melissa Westbrook

Capitol Grounds and Arboretum

Melissa exemplifies the AOC’s mission through her dedicated work developing and maintaining the arboretum collection. 

An urban forester, she has a passion for preserving our historic living landscape and has educated others at the AOC and 

inspired visitors worldwide.

Francis Zelenak

House Office Buildings

Fran works diligently behind the scenes, using his attention to detail to ensure projects produce the best value 

for clients and uphold the highest quality standards. As a general engineer, Fran excels at understanding 

stakeholder expectations and sharing his knowledge with colleagues.
ARCHITECT OF THE CAPITOL 70 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

SECTION 2 • PERFORMANCE INFORMATION

Strategic Objectives

AOC University

The AOC requires an agencywide standardized process to 

identify workforce skill gaps and deliver the high-quality 

training needed to fill them. Limited employee understanding 

of advancement opportunities across the agency hinders 

development and retention, and the AOC’s leadership and 

supervisory training programs are poised for review and 

expansion. Creation of AOC University will address these 

challenges through a sustainable structure to train employees, 

inspire their careers and foster their professional growth and 

development. Once established and at full operating capacity, 

AOC University will foster individual and organizational learning 

and knowledge that drives business results and supports 

employees in achieving their career goals. AOC University will 

support the growth and retention components of the Human 

Capital Strategy by providing opportunities for all employees to 

strengthen their skills and capabilities based on a professional 

career path and learning goals that support the AOC’s mission.

 

The FY 2022 Agency Strategic Performance Plan identified three 

performance goals associated with this strategic objective:

1. Develop an operating model for C-suite leadership approval 

by August 1, 2022. This will provide the road map for 

developing a world-class education and training model for 

AOC employees. Goal Met

2. Conduct a gap analysis to identify needed curricula/courses 

for prioritized occupational groups/job series. The AOC 

University gap analysis will develop a prioritized list of the 

agency’s training and education shortfalls. These shortfalls 

will inform future training and education opportunities for 

employees. Goal Met

3. Finalize evaluation and technology strategies. AOC University 

will develop a strategy to leverage the latest technology to 

provide employee training and education. The technology 

strategy will also develop processes to incorporate future 

technological advancement. Goal Not Met

The AOC accomplished two of the three performance goals 

aligned with this strategic objective this fiscal year. Work 

associated with the third goal is underway. The agency 

developed an operating model for AOC University, which 

was approved by the Architect of the Capitol. This model 

provides the road map for creating a world-class education and 

training model. The agency also completed the AOC University 

gap analysis to identify needed curricula and courses for 

prioritized jobs series. The gap analysis resulted in a prioritized 

list of the agency’s training and education shortfalls. The 

AOC University technology strategy will leverage the latest 

employee training and education technology and will include 

processes to incorporate future technological advancements. 

At the end of FY 2022, all employees had 24/7 access to online 

training courses via a partnership with Skillsoft’s Percipio 

immersive learning platform. Over time, AOC University will 

also expand its technology strategies, employee training and 

development opportunities. The new and expanded programs 

will include enhanced supervisory training, new leadership 

development training, advanced apprenticeship program 

and new mentorship and ambassador programs. The finalized 

technology strategy is expected in the second quarter of 

FY 2023. 

The FY 2022 Agency Strategic Performance Plan defined two 

strategic KPIs to measure progress against the AOC University 

strategic objective. Both strategic KPIs were alternative 

form KPIs and were established as initial steps in providing 

quantitative data to measure performance towards this 

strategic objective. See: Table 14. The strategic KPI: Satisfaction 

Rate for Training Availability will provide information on 

the effectiveness of the training curriculum in meeting the 

agency’s needs. The strategic KPI: Percent of Staff Receiving 

Nonmandatory Training will serve as an indicator of the level of 

supervisor encouragement for staff training. 

The baselines for both strategic KPIs will be derived from the 

results of the 2022 Office of Personnel Managemen (OPM) 

Federal Employee Viewpoint Survey (FEVS). The AOC resumed 

participation in the FEVS in FY 2022 after a break in participation 

in 2021. However, the results of the survey were not available 

at fiscal year-end. Once results are available in FY 2023, the 

baselines will be established. 
ARCHITECT OF THE CAPITOL 71 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

SECTION 2 • PERFORMANCE INFORMATION

TABLE 14: Strategic Key Performance Indicators Associated 

With the AOC University Strategic Objective 

STR ATEGIC KPI FY 2022 

TARGE T

FY 2022 

RESULTS STATUS

Satisfaction Rate for 

Training Availability

Establish 

Baseline

Baseline 

Established Target Met

Percent of 

Staff Receiving 

Nonmandatory 

Training

Establish 

Baseline

Baseline 

Established Target Met

Building Official

The Building Official strategic objective addresses efforts to 

consolidate responsibility for health, fire and life-safety issues 

related to construction projects and develop an agencywide 

approach to code compliance. This strategic objective 

establishes the Building Official position with a centralized 

oversight function that ensures consistency of processes and 

compliance with nationally recognized codes and standards 

for construction and infrastructure. The Building Official will 

oversee plan reviews, construction inspections and construction 

acceptance testing for all AOC facility construction efforts 

and will also document code compliance based on the new 

standards with building permits, certificates of completion and 

certificates of occupancy.

The FY 2022 Agency Strategic Performance Plan identified three 

performance goals associated with this strategic objective:

1. Establish the office of the Building Official to ensure 

compliance with building standards. If funding is available, 

staff the office by September 30, 2022, to develop and launch 

the program. Goal Met

2. Establish processes for issuing permits (design review, 

construction and occupancy). The AOC’s Building Official will 

initiate at least 10 pilots for design review, construction or 

occupancy. The results of the pilots will inform policy and 

process development. Goal Met

3. Establish an official policy to clearly communicate 

expectations and standards to all stakeholders. The initial 

policy will be published no later than September 30, 2022.

Goal Not Met

The AOC made substantial progress towards launching the 

Building Official program in FY 2022. The agency staffed the 

Building Official position and began forming the staffing team, 

filling six positions and conducting a search for an Americans 

with Disabilities Act (ADA) coordinator. The agency continued 

pilot programs for projects with long design and construction 

timelines and added additional inspection projects for ADA and 

building code. Ten pilot programs were initiated in FY 2022. 

While the agency did not publish the initial Building Official 

policy before fiscal year end, the final draft was completed for 

approval and publication.

The FY 2022 Agency Strategic Performance Plan did not include 

strategic KPIs for the Building Official strategic objective. 

Beginning in FY 2023, the AOC will develop strategic KPIs for this 

strategic objective.

Cultural Behaviors Transformation

The Cultural Behaviors Transformation strategic objective 

is intended to improve the workplace climate and culture. 

By instilling the agency’s core values in its employees, the 

AOC will develop a culture that drives employee satisfaction 

and engagement and supports a positive workplace. This 

strategic objective will promote a culture that minimizes 

employee conflicts and disputes, eliminates harassment and 

discrimination, enhances efficient operations and catapults 

the AOC into a best place to work, while providing an excellent 

customer experience. This strategic objective will create positive 

experiences by empowering employee engagement groups to 

lead the transformation process. Employees will be educated 

on integrating techniques to maintain a healthy workplace 

culture and learn how to access and use resources and services. 

Employees will consistently demonstrate these lessons through 

their positive actions, living the AOC’s values every day and 

working in an environment where everyone is respected 

and valued.

The FY 2022 Agency Strategic Performance Plan identified four 

performance goals associated with this strategic objective:

1. Provide for facilitated sessions and workshops for at least 15 

groups within the AOC. Facilitated sessions provide a voice for 

employees from across all offices and jurisdictions. These 

facilitated sessions will also enhance AOC culture and help 

make the AOC a better place to work through engaging the 

employees to contribute to positive change. Goal Met

2. The AOC has identified methods to measure the success of 

the AOC’s Cultural Behaviors Transformation. A method of 

data collection and evaluation for these metrics will be 

developed and will be in active use by the end of FY 2022.

Goal Not Met
ARCHITECT OF THE CAPITOL 7 2 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

SECTION 2 • PERFORMANCE INFORMATION

3. Engage and promote leadership development and 

strengthening throughout various levels of the organization. 

The AOC will develop programs to identify and grow current 

and future leaders. The AOC will develop and implement 

performance standards to hold leaders accountable and 

integrate these standards into their performance plans in 

FY 2022. Goal Met

4. Execute the revised AOC anti-harassment training program in 

FY 2022. The AOC established a quality training program to 

educate AOC employees about anti-harassment.

Goal Met

In FY 2022, the AOC met three of the four performance goals. At 

fiscal year-end, 15 groups across the agency had participated in 

facilitated cultural behaviors sessions. In addition, all employees 

received training on workplace rights, preventing discrimination 

and harassment and avenues of assistance, which includes 

diversity, equity and inclusion components. The AOC also held 

virtual off-site leadership workshops, which focused on aligning 

enterprise-level leaders, strengthening their leadership abilities 

and integrating collaboration across the agency.

The second performance goal under this strategic objective 

is reliant on the results of the 2022 OPM FEVS. Although the 

AOC participated in the 2022 OPM FEVS, the results will not be 

available until FY 2023. Once received, the results will inform the 

finalization of metrics to measure the success of efforts aligned 

with this strategic objective. 

The FY 2022 Agency Strategic Performance Plan did not include 

strategic KPIs for the Cultural Behaviors Transformation strategic 

objective. Beginning in FY 2023, the AOC will develop strategic 

KPIs for this strategic objective.

Enterprise Asset Management

This strategic objective addresses the efforts to ensure the 

effective stewardship of AOC facilities and management of 

the deferred maintenance and capital renewal backlog. The 

Enterprise Asset Management (EAM) solution is intended to 

track and monitor assets, optimize performance and reduce 

operating costs. EAM will replace out-of-date technology, 

restore reliability, reduce long-term costs and provide a system 

to forecast resource requirements. It will maximize return on 

investment, assets and scheduled maintenance while enhancing 

decision-making priorities about operating, maintaining and 

renewing building infrastructure and other assets. The AOC 

will achieve industry standards and best business practices as 

identified by the International Organization for Standardization 

(ISO) 55001 standard of asset management objectives.

The FY 2022 Agency Strategic Performance Plan identified five 

performance goals associated with this strategic objective:

1. Complete a thorough maturity assessment and analysis of the 

AOC’s asset management processes to provide a clear starting 

point for EAM efforts. Goal Met

2. Identify selection criteria for EAM tools and provide 

recommendation to the C-suite for the best fit. Review at least 

three different vendors to determine the optimal EAM 

system(s) for the AOC. Goal Not Met

3. Publish an EAM guidance memorandum for the AOC that 

provides the baseline for the agency’s commitment to EAM. 

EAM is a comprehensive process that will impact almost all 

AOC functions and activities. The baseline guidance 

memorandum will be published no later than fall 2022 to 

initiate the EAM process. Goal Met

4. Publish the AOC Strategic Asset Management Policy (SAMP) 

by summer 2022. The SAMP will support the EAM and AOC 

strategy and provide guidance to offices and jurisdictions in 

development of their asset management policies (AMP).

Goal Not Met

5. Jurisdictions will begin to develop their annual AMP for 

reporting. AMP templates and applicable guidance will be 

issued to the jurisdictions in FY 2022 and jurisdictions will 

complete initial versions of their AMPs in FY 2023.

Goal Not Met

In FY 2022, the AOC met two of the five performance goals 

and began work on the additional three. The AOC completed a 

high-level maturity assessment of the EAM program and a GAP 

analysis and foundations plan for ISO 55001 certification and 

published the EAM Guidance Memorandum. These foundational 

efforts will inform additional work under this strategic objective 

in FY 2023. The maturity assessment and gap analysis will guide 

the selection criteria for EAM tools that will be completed in 

FY 2023, providing recommendations for EAM tools that will 

be used in a software pilot. The EAM Guidance Memorandum 

provides the initial direction for the EAM program, allowing 

for the development of a draft SAMP outline (completed as a 

part of the maturity assessment). These documents will guide 

the EAM program and assist the jurisdictions in developing 

their respective AMPs. The SAMP is forecast for completion in 

FY 2023. 

The FY 2022 Agency Strategic Performance Plan defined two 

strategic KPIs to measure progress against the EAM strategic 

objective. Although both were alternative form KPIs, neither 

were met in FY 2022. See: Table 15. The strategic KPI measuring 

the percentage of jurisdictions that began development 

of their AMP was pushed to the FY 2023 Agency Strategic 
ARCHITECT OF THE CAPITOL 7 3 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

SECTION 2 • PERFORMANCE INFORMATION

Performance Plan because the SAMP was not published in 

FY 2022 and, therefore, the jurisdictions could not begin work 

on their respective AMPs. Similarly, the strategic KPI associated 

with selecting the EAM system was also moved to the FY 2023 

Agency Strategic Performance Plan. Although EAM software 

requirement documents were completed in FY 2022, the 

selection decision and software pilot program were moved to 

FY 2023.

TABLE 15: Strategic Key Performance Indicators Associated 

With the Enterprise Asset Management Strategic Objective 

STR ATEGIC KPI FY 2022 

TARGE T

FY 2022 

RESULTS STATUS

Percentage of 

Jurisdictions That 

Began Development 

of Their AMP

100% 0% Target

Not Met

Selection of the 

EAM System

Selection of 

System Not Selected TargetNot Met

Human Capital Strategy

Multiple workforce trends are impacting the ability to recruit, 

develop and retain the highly skilled staff needed to meet 

the agency’s mission. Declining national enrollment in trade 

schools has strained the pipeline of talent with specialized 

skills to fill positions for trade, artisan and crafts positions. 

Federal government pay scales are not competitive with 

those available in the private sector and there are heightened 

safety concerns amid the ongoing pandemic and current 

Capitol campus environment. Additionally, the AOC has an 

aging workforce. Their legacy knowledge about maintaining 

the unique facilities and systems across the Capitol campus 

will be lost if it is not shared before these employees retire 

or separate from the agency. The Human Capital Strategy 

(HCS) is imperative to address these challenges by adapting 

and strengthening recruitment, onboarding, development, 

advancement, retention, engagement and employee well-being 

programs and processes. Achieving this objective will allow the 

AOC to attract, recruit and acquire a highly skilled and diverse 

workforce to meet current and future mission needs, expand 

professional development opportunities to enhance employee 

skills, maximize performance and enhance the employee 

experience to strengthen employee engagement, well-being 

and retention. Through targeted recruitment outreach efforts, 

expanded opportunities for employee training, development 

and advancement, and enhanced engagement and well-being 

programs, the HCS objective will optimize the human resource 

capabilities to fulfill the mission, vision and strategic goals.

The FY 2022 Agency Strategic Performance Plan identified seven 

performance goals associated with this strategic objective:

1. Publish the Human Capital Strategic Plan, including strategic 

goals, objectives, strategies and KPIs by the end of FY 2022. 

The Human Capital Strategic Plan will focus on recruitment, 

hiring, employee growth and development, engagement and 

retention. Goal Met

2. Enhance outreach and recruitment efforts by increasing 

partnerships and engagement with educational institutions, 

as well as with organizations serving underrepresented 

groups. Goal Met

3. The Human Capital Management Division (HCMD) will 

establish pilot human capital-related Communities of Practice 

to identify talent acquisition methods for mission-critical and 

hard-to-fill positions. Goal Met

4. Address challenges with Wage Grade pay for mission-critical 

and hard-to-fill positions. Goal Met

5. Create more career ladder positions and detail 

opportunities. These career ladder positions will increase 

applicant pools for AOC position vacancies, as well as provide 

promotional opportunities for our employees. Goal Met

6. Maximize the use of telework, where feasible, as 

telework has proven effective for organizational performance.

Goal Met

7. HCMD will implement a comprehensive and streamlined 

agencywide off-boarding process, including exit interviews. 

This will allow for a smooth transition and capture data that 

will be used to understand and reduce barriers to retention.

Goal Met

In FY 2022, the AOC met the seven HCS performance goals. 

In July 2022, the Human Capital Strategic Plan was published, 

setting the five-year strategy for the AOC’s human capital 

efforts. To identify and recruit new employees, the AOC 

established 13 new partnerships with trade schools, colleges, 

universities and nonacademic organizations that serve 

underrepresented groups. To address internal human capital 

development needs, the AOC established Communities of 

Practice. This takes the form of groups of AOC personnel 

who share a common trade, craft, profession or set of workrelated responsibilities, independent of office or jurisdiction, 

to promote knowledge sharing and workforce empowerment. 

Additionally, the AOC increased the availability of career ladder 

positions and detail opportunities that promote professional 

growth. The agency developed and published a revised policy 

this fiscal year to support maximum use of telework. The new 

policy provides leadership the authority to provide additional 

remote work flexibilities, when appropriate. To standardize the 

agencywide off-boarding process, the agency developed and 

piloted an automated exit survey tool. Using the exit survey tool, 

a baseline for voluntary turnover rate has been established and 

will be used to compare turnover to industry standards. 
ARCHITECT OF THE CAPITOL 74 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

SECTION 2 • PERFORMANCE INFORMATION

The FY 2022 Agency Strategic Performance Plan defined five 

strategic KPIs to measure progress against the Human Capital 

Strategy strategic objective. See: Table 16. As the agency 

implements the HCS, these KPIs are under development. The 

exit survey tool and other human capital systems and databases 

will provide this information. However, at the end of FY 2022, no 

data was available for reporting. 

TABLE 16: Strategic Key Performance Indicators Associated 

With the Human Capital Strategy Strategic Objective 

STR ATEGIC KPI FY 2022 

TARGE T

FY 2022 

RESULTS STATUS

Reduce the Time to 

Hire — Direct Hire 

Positions

Establish 

Baseline Not Available TargetNot Met

Reduce the Time to 

Hire — Competitive 

Positions

Establish 

Baseline Not Available TargetNot Met

Reduce the Internal 

Promotion Rate

Establish 

Baseline Not Available TargetNot Met

Reduce the 

Voluntary Turnover 

Rate

Establish 

Baseline Not Available TargetNot Met

Reduce the Cost Per 

Hire — Competitive 

Positions

Establish 

Baseline Not Available TargetNot Met

Vision 2100 Master and 

Strategic Plans

Taken together, Vision 2100, the Capitol Complex Master 

Plan (CCMP) and the AOC Strategic Plan set forth a visionary 

future for the Capitol campus and align resource allocation 

and prioritization decisions to achieve that vision. Vision 2100 

and the CCMP will provide an opportunity for stakeholders to 

play a role in securing and preserving the Capitol campus for 

the next century and continue to inspire and educate. Vision 

2100 will incorporate innovative ideas and best practices from 

futurists, visionaries and urban planning experts and provide 

a standard set of measurable goals implemented through 

the CCMP. See: Table 17. Through these efforts, the Capitol 

campus will transform into an inspiring example of a worldclass environment for planning. The strategic plan will provide 

guidance, prioritization and resourcing with an outlook of fiveyear increments.

The FY 2022 Agency Strategic Performance Plan identified six 

performance goals associated with this strategic objective:

1. Finalize Vision 2100 in the second quarter of 2022, with 

long-term goals for guiding the future of the Capitol complex. 

Ensure Vision 2100 is clearly understood and communicated 

to internal and external stakeholders. Goal Not Met

2. Facilitate a process and develop documentation that will 

culminate in the adoption of an internal governance structure 

to support C-suite decision-making for the CCMP. Provide this 

governance structure for Vision 2100 and CCMP no later than 

in the second quarter 2022. Goal Met

3. Execute a comprehensive stakeholder engagement process 

for Vision 2100 that will engage all relevant internal and 

external Capitol complex stakeholders. An internal 

governance structure to support C-suite decision-making will 

codify and streamline how the AOC develops long-term 

plans. Goal Met

4. Initiate Phase I (of III) of the CCMP. Development of the full 

CCMP is an 18-month process. The first phase of the CCMP 

establishes the architecture for the development of the CCMP 

and initial high-level strategies. Goal Met

5. Publish the Bridge Strategic Plan to facilitate the agency’s 

transformation, focused on the Strategic Objectives.

Goal Met

6. Publish the FY 2022 Agency Strategic Performance Plan. The 

Agency Strategic Performance Plan will be a brief document, 

a SharePoint list of FY 2022 metrics, and Tableau dashboards 

for reporting to AOC leaders. Goal Met

In FY 2022, the AOC accomplished five out of six performance 

goals aligned with this objective. Although Vision 2100 was not 

completed this fiscal year, significant work in developing the 

vision was completed, including a comprehensive stakeholder 

engagement process that included facilitating discussions 

with internal and external stakeholders about the purpose and 

outcomes for the future vision. The process culminated in the 

development of the vision for the Capitol campus, which will 

inform the CCMP. The draft CCMP governance structure was 

under review at the end of the fiscal year. Both the new Bridge 

Strategic Plan and the FY 2022 Agency Strategic Performance 

Plan were published this fiscal year. 
ARCHITECT OF THE CAPITOL 75 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

SECTION 2 • PERFORMANCE INFORMATION

The FY 2022 Agency Strategic Performance Plan defined four 

alternative form strategic KPIs to measure progress against 

this strategic objective. Each of the strategic KPIs related to the 

development and publication of the Vision 2100 and the CCMP. 

The AOC is prioritizing the validity of Vision 2100’s development. 

This validation process has increased the developmental time 

frame, but will ensure the document accurately captures the 

intended direction of the Architect of the Capitol and lays out 

a realistic and attainable vision for the future of the Capitol 

campus. As a result, none of the KPIs were met this fiscal year.

TABLE 17: Strategic Key Performance Indicators 

Associated With the Vision 2100 Master and Strategic Plans 

Strategic Objective 

STR ATEGIC KPI FY 2022 TARGE T FY 2022 

RESULTS STATUS

Publish a Complete 

Report, Including 

Diagrams, Images 

and Sufficient 

Documentation To 

Convey Vision 2100 

Publish Report Not 

Published

Target

Not Met

Develop an 

Expanded Narrative 

Vision for the Key 

Focus Areas of the 

Capitol Complex in 

the Year 2100 

Develop 

Expanded 

Narrative

Not 

Developed

Target

Not Met

Develop a Set of 

Long-Term Goals 

for Guiding the 

Achievement of the 

Capitol Complex 

Vision

Develop LongTerm GoalsNot 

Developed

Target

Not Met

Develop 

Documentation 

That Will Culminate 

in the Adoption 

of a Governance 

Structure to Oversee 

the Development of 

a CCMP 

Develop 

Documentation

Not 

Developed

Target

Not Met
ARCHITECT OF THE CAPITOL 76 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

Financial

Information

SECTION 3
ARCHITECT OF THE CAPITOL 7 7 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

Overview

This section provides the financial information for the AOC. The section includes the 

message from the Chief Financial Officer, the independent auditors’ reports, audited 

financial statements and notes and required supplementary information. 

Introducing the Principal Financial Statements

The AOC prepared its principal financial statements to report its financial position and 

results of operations. The statements and notes are prepared from the AOC’s books and 

records in accordance with U.S. generally accepted accounting principles (GAAP) for the 

federal government and the Office of Management and Budget Circular A-136, Financial 

Reporting Requirements. The statements are in addition to financial reports prepared 

in accordance with U.S. Department of the Treasury (Treasury) directives to monitor and 

control the status and use of budgetary resources, which the AOC prepares from the 

same books and records. The statements should be read with the understanding that 

they are for a component of the U.S. government, a sovereign entity. The AOC prepares 

each statement on a comparative basis.

The Balance Sheet provides the AOC’s assets, liabilities and net position. Net position 

represents the net investment of the U.S. government in the AOC’s assets, less liabilities. 

The Statement of Net Cost provides the gross costs incurred by responsibility segment 

(AOC jurisdiction), net of any exchange or earned revenue from activities. The AOC 

prepares the Statement of Net Cost using the proprietary basis of accounting and, 

unlike budgetary accounting, includes the cost of services provided by other entities, 

accruals and noncash expenses such as depreciation and amortization. 

The Statement of Changes in Net Position provides the beginning net position 

(unexpended appropriations and cumulative results of operations), the transactions 

that affected net position during the period and the ending net position. 

The Combined Statement of Budgetary Resources presents information on the 

budgetary basis of accounting, including the availability of budgetary resources and 

their status at year-end. 

The Russell Exterior Envelope Project will preserve the Russell Senate Office Building’s exterior envelope, including its 

stonework, wood window frames and doors. The project’s final sequence was nearly completed at the end of FY 2022, 

with the project closeout expected in FY 2023.
ARCHITECT OF THE CAPITOL 7 8 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

SECTION 3 • FINANCIAL INFORMATION

Message From the Chief Financial Officer

Jonathan Kraft

Chief Financial Officer

I am pleased to join the Architect of the Capitol in presenting 

the AOC’s Performance and Accountability Report (PAR) for 

Fiscal Year (FY) 2022. The PAR shares the results of the agency’s 

efforts to accurately and transparently account for the federal 

funds entrusted to us by Congress. Our dedicated financial 

management team supports the AOC as we begin to reopen 

the Capitol campus and establish a “new normal” in operations 

following the challenges presented by the COVID-19 pandemic 

and the January 6, 2021, breach of the U.S. Capitol Building.

This fiscal year, the AOC received more than $788 million in 

appropriations for the care of Capitol campus facilities, grounds 

and operations. These appropriations included more than 

$139 million to fund multiyear capital infrastructure projects 

that address prioritized deferred maintenance, safety, security 

and preservation needs, plus an additional $128 million for the 

high-profile Cannon Renewal. The AOC’s exemplary financial 

management practices, policies and participation are the 

foundation of the effective stewardship of these funds.

The AOC considers the annual independent financial statement 

audit to be an essential element in our financial governance 

framework. Following the delayed FY 2021 audit, I am pleased 

to report that the FY 2022 audit was completed on time and, for 

the 18th consecutive year, resulted in an unmodified (“clean”) 

audit opinion. A clean opinion confirms that the financial 

statements present the agency’s financial position fairly, are 

free of material misstatements and are in conformity with GAAP. 

The audit identified one material weakness, no significant 

deficiencies and no reportable instances of noncompliance with 

the laws, regulations or contracts applicable to the AOC.

The AOC is committed to continually improving its internal 

control environment to ensure that it maintains strong financial 

management practices. The AOC began FY 2022 with one 

material weakness from the prior year’s audit, related to a 

control gap identified for the retrospective reviews of estimates. 

Although the agency did not concur with the finding, a 

corrective action plan was instituted to improve the controls 

over developing estimated liabilities. This plan included 

improved cost estimation procedures for accounts payable 

accruals and environmental liabilities. Through our hard work, 

we were able to remediate the accounts payable accrual finding. 

Although the material weakness was not fully remediated this 

fiscal year, the AOC has made signifcant progress in improving 

its cost estimation methodololgies. The AOC will continue to 

monitor and track against the multi-phased corrective action 

plan to resolve the remaining control gap.

Our Achievements 

In addition to the successful audit, I would like to highlight the 

major fiscal accomplishments that demonstrated the continued 

resiliency of our financial management team during FY 2022:

 The AOC partnered with the U.S. Department of Treasury 

to implement the Budget Formulation and Execution 

Manager (BFEM) tool. The shared web-based application will 

improve efficiencies associated with budget formulation and 

projecting budget needs. The AOC used BFEM as its primary 

tool to prepare the annual budget submission for FY 2023. 

 The AOC continued the rollout of its web-based tool for 

managing our quarterly financial review process, which 

allowed the agency to resolve a long-standing control 

deficiency related to unliquidated obligations.

 Following the implementation of a pilot robotic process 

automation (RPA) project for select financial functions in 

FY 2021, the AOC participated in the U.S. General Services 

Administration RPA Community of Practice, receiving tailored 

advice from its mentor agency the U.S. Department of 

Agriculture (USDA). The Office of the Chief Financial Officer 

(OCFO) is developing additional methods to automate 

repetitive tasks and further increase efficiencies. 

 The continued development of the enterprise risk 

management (ERM) program allowed for the identification, 

prioritization and management of risks facing the agency. 

The AOC developed response plans to address the top nine 

enterprise-level risks — including cybersecurity and deferred 

maintenance and capital renewal. The agency is now 

implementing the corresponding mitigation strategies for 
ARCHITECT OF THE CAPITOL 7 9 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

SECTION 3 • FINANCIAL INFORMATION

each response plan, as well as identifying key risk indicators 

to measure the AOC’s progress.

 The Bridge Strategic Plan for FY 2022–FY 2025 was published. 

The plan retained the four strategic goals from the previous 

Strategic Plan and focuses the agency on performance 

aligned with six strategic objectives. In addition, the OCFO 

updated the FY 2022 Agency Strategic Performance Plan 

to assess performance with the Bridge Strategic Plan and 

enterprise-level priorities and initiated efforts to formalize a 

five-year fiscal forecasting process.

 As a testament to the agency’s commitment to transparency, 

the AOC submitted the FY 2021 PAR for review by the AGA’s 

Certificate of Excellence in Accountability Reporting (CEAR) 

program. Despite the AOC’s ineligibility for a CEAR award 

due to our delayed FY 2021 audit, we appreciated AGA’s 

suggestions for improvement and are proud to have been 

recognized with a special FY 2021 Best-In-Class award for 

responsiveness to the AGA. 

 Through the Emergency Security Supplemental Appropriations 

Act, 2021, the AOC carried out pandemic responses such 

as the acquisition of COVID-19 rapid antigen test kits and 

began implementing security upgrades for the U.S. Capitol, 

including window, door and security camera upgrades.

 As a result of the ongoing pandemic, the OCFO maintained 

a maximum telework option, while continuing to modernize 

technologies and enhance processes for increased efficiency. 

In addition, the OCFO proactively adopted a hybrid 

workplace model.

Looking Forward

The AOC strives to modernize operations, build efficiencies 

and improve its data collection and the associated reporting 

capabilities to meet the financial needs of our stakeholders. 

The ERM program will continue to mature as the AOC 

tracks and implements the agency’s enterprise-level risk 

mitigation strategies. The agency will also implement the 

Treasury’s G-Invoicing platform next fiscal year to improve 

intragovernmental transaction processing, replacing the current 

manual processes. All new agreements will be processed in the 

platform beginning in FY 2023 and all existing agreements will 

be transitioned over by FY 2024.

The agency’s strategic planning process continues to advance. 

Vision 2100 will provide the long-term direction for the agency 

into the next century and will inform the 20-year CCMP update. 

Once complete, the CCMP will identify the capital requirements 

and priorities for the buildings, infrastructure and other 

property under the AOC’s care, as well as aid in developing 

future five-year strategic plans.

Conclusion

The AOC is committed to delivering accurate, transparent 

and timely financial information to our stakeholders. I want to 

thank Congress for their continued support and to the Office 

of Inspector General and KPMG for their professionalism in 

conducting the annual financial statement audit. The successful 

management of the agency’s daily financial operations would 

not be possible without the extraordinary team of financial 

professionals and the entire AOC community. I am proud to 

work alongside these dedicated public servants for all they do 

every day to contribute to our success.

Sincerely, 

Jonathan Kraft 

Chief Financial Officer 

November 16, 2022
ARCHITECT OF THE CAPITOL 8 0 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

SECTION 3 • FINANCIAL INFORMATION

 

DATE: November 16, 2022 

TO: J. Brett Blanton

 Architect of the Capitol

FROM: Christopher P. Failla, CIG 

Inspector General

SUBJECT: Audit of Architect of the Capitol’s (AOC) Fiscal Year 2022 Financial

Statements (Audit Report OIG-AUD-2023-01) 

We contracted with the independent public accounting firm KPMG LLP (KPMG) to audit the 

financial statements of the AOC as of and for the fiscal year that ended September 30, 2022, to

provide reports on internal control over financial reporting, and on compliance and other matters. 

The contract required that the audit be performed in accordance with auditing standards 

generally accepted in the United States of America; the standards applicable to financial audits 

contained in Government Auditing Standards, issued by the Comptroller General of the United 

States; Office of Management and Budget Bulletin No. 22-01, Audit Requirements for Federal 

Financial Statements; the U.S. Government Accountability Office’s (GAO) Federal Information 

System Controls Audit Manual (FISCAM); and the GAO/Council of the Inspectors General on 

Integrity and Efficiency Financial Audit Manual. 

In its audit of the AOC, KPMG reported: 

• the financial statements were fairly presented, in all material respects, in accordance with 

U.S. Generally Accepted Accounting Principles;

• one material weakness1

 in internal control over financial reporting; 

• no reportable noncompliance issues with provisions of laws tested or other matters; and

• no information technology deficiencies that rose to the level of a significant deficiency or 

material weakness based on audit work performed in accordance with FISCAM. 

KPMG is responsible for the attached auditor’s report dated November 16, 2022, and the 

conclusions expressed therein. We do not express opinions on the AOC’s financial statements or 

internal control over financial reporting, or conclusions on compliance and other matters. 

1 A material weakness is a deficiency, or combination of deficiencies, in internal control, such that there is a 

reasonable possibility that a material misstatement of the entity’s financial statements will not be prevented, or 

detected and corrected, on a timely basis.

 Office of Inspector Genera

 Fairchild Bldg

 499 S. Capitol St., SW, Suite 51

 Washington, D.C. 20515 United States Government  202.593.19

 www.aoc.gov MEMORANDU

Inspector General Transmittal
ARCHITECT OF THE CAPITOL 81 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

SECTION 3 • FINANCIAL INFORMATION

 

If you have any questions or wish to discuss this report, please contact Sharmaine Carter at 

202.593.0108 or Sharmaine.Carter@aoc.gov. 

Distribution List:

Peter Bahm, Chief of Staff

Mary Jean Pajak, Deputy Chief of Staff

Jonathan Kraft, Chief Financial Officer

William O’Donnell, Chief Administrative Officer

Mark Reed, (Acting) Chief of Operations 

Jason Baltimore, General Counsel 

Chere Rexroat, Chief Engineer 

Valerie Hasberry, Chief Security Officer

Brian Dosch, (Acting) Chief Information Officer 

James Kaufmann, Director, Capitol Grounds & Arboretum 

Michael Lewis, Superintendent, Library Buildings and Grounds 

Stephanie Jones, Supervisory Engineer, Senate Office Buildings 

Jason McIntyre, Supervisory Engineer, U. S. Capitol Building 

David Wilder, Superintendent, House Office Buildings 

Patricia Williams, Director, Office of Safety and Code Compliance 

Joseph Campbell, Facilities Manager, Supreme Court Buildings and Grounds 

Susan Pell, Executive Director, U.S. Botanic Garden 

Beth Plemmons, Chief Executive Officer for Visitor Services

Christopher Potter, Director, Utilities and Power Plant Operations

Inspector General Transmittal (continued)
ARCHITECT OF THE CAPITOL 8 2 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

SECTION 3 • FINANCIAL INFORMATION

KPMG LLP

Suite 12000

1801 K Street, NW

Washington, DC 20006

KPMG LLP, a Delaware limited liability partnership and a member firm of 

the KPMG global organization of independent member firms affiliated with 

KPMG International Limited, a private English company limited by guarantee. 

Independent Auditors’ Report

Inspector General of the Architect of the Capitol

Architect of the Capitol:

Report on the Audit of the Financial Statements

Opinion 

We have audited the financial statements of the Architect of the Capitol (AOC), which comprise the balance 

sheets as of September 30, 2022 and 2021, and the related statements of net cost and changes in net position 

and combined statements of budgetary resources for the years then ended, and the related notes to the 

financial statements. 

In our opinion, the accompanying financial statements present fairly, in all material respects, the financial 

position of AOC as of September 30, 2022 and 2021, and its net costs, changes in net position, and budgetary 

resources for the years then ended in accordance with U.S. generally accepted accounting principles. 

Basis for Opinion

We conducted our audits in accordance with auditing standards generally accepted in the United States of 

America (GAAS), the standards applicable to financial audits contained in Government Auditing Standards,

issued by the Comptroller General of the United States, and Office of Management and Budget (OMB) Bulletin 

No.22-01, Audit Requirements for Federal Financial Statements. Our responsibilities under those standards 

and OMB Bulletin No. 22-01 are further described in the Auditors’ Responsibilities for the Audit of the Financial 

Statements section of our report. We are required to be independent of AOC and to meet our other ethical 

responsibilities, in accordance with the relevant ethical requirements relating to our audits. We believe that the 

audit evidence we have obtained is sufficient and appropriate to provide a basis for our audit opinion. 

Other Matter - Interactive Data

Management has elected to reference to information on websites or other forms of interactive data outside the 

Performance and Accountability Report to provide additional information for the users of its financial 

statements. Such information is not a required part of the financial statements or supplementary information 

required by the Federal Accounting Standards Advisory Board. The information on these websites or the other 

interactive data has not been subjected to any of our auditing procedures, and accordingly we do not express 

an opinion or provide any assurance on it.

Responsibilities of Management for the Financial Statements 

Management is responsible for the preparation and fair presentation of the financial statements in accordance 

with U.S. generally accepted accounting principles, and for the design, implementation, and maintenance of 

internal control relevant to the preparation and fair presentation of financial statements that are free from 

material misstatement, whether due to fraud or error. 

Auditors’ Responsibilities for the Audit of the Financial Statements 

Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free 

from material misstatement, whether due to fraud or error, and to issue an auditors’ report that includes our 

opinion. Reasonable assurance is a high level of assurance but is not absolute assurance and therefore is not 

Independent Auditors’ Report
ARCHITECT OF THE CAPITOL 8 3 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

SECTION 3 • FINANCIAL INFORMATION

a guarantee that an audit conducted in accordance with GAAS, Government Auditing Standards, and OMB 

Bulletin No. 22-01 will always detect a material misstatement when it exists. The risk of not detecting a material 

misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, 

forgery, intentional omissions, misrepresentations, or the override of internal control. Misstatements are 

considered material if there is a substantial likelihood that, individually or in the aggregate, they would influence 

the judgment made by a reasonable user based on the financial statements.

In performing an audit in accordance with GAAS, Government Auditing Standards, and OMB Bulletin No. 22-

01, we: 

• Exercise professional judgment and maintain professional skepticism throughout the audit.

• Identify and assess the risks of material misstatement of the financial statements, whether due to fraud

or error, and design and perform audit procedures responsive to those risks. Such procedures include

examining, on a test basis, evidence regarding the amounts and disclosures in the financial

statements.

• Obtain an understanding of internal control relevant to the audit in order to design audit procedures that

are appropriate in the circumstances, but not for the purpose of expressing an opinion on the

effectiveness of AOC’s internal control. Accordingly, no such opinion is expressed.

• Evaluate the appropriateness of accounting policies used and the reasonableness of significant

accounting estimates made by management, as well as evaluate the overall presentation of the

financial statements.

We are required to communicate with those charged with governance regarding, among other matters, the 

planned scope and timing of the audit, significant audit findings, and certain internal control related matters that 

we identified during the audit. 

Required Supplementary Information

U.S. generally accepted accounting principles require that the information in the Management’s Discussion and 

Analysis and Required Supplementary Information sections be presented to supplement the basic financial 

statements. Such information is the responsibility of management and, although not a part of the basic financial 

statements, is required by the Federal Accounting Standards Advisory Board who considers it to be an 

essential part of financial reporting for placing the basic financial statements in an appropriate operational, 

economic, or historical context. We have applied certain limited procedures to the required supplementary 

information in accordance with GAAS, which consisted of inquiries of management about the methods of 

preparing the information and comparing the information for consistency with management’s responses to our 

inquiries, the basic financial statements, and other knowledge we obtained during our audits of the basic 

financial statements. We do not express an opinion or provide any assurance on the information because the 

limited procedures do not provide us with sufficient evidence to express an opinion or provide any assurance.

Other Information

Management is responsible for the other information included in the Performance and Accountability Report.

The other information comprises the Table of Contents, About the Cover, Fiscal Year 2022 Performance and 

Accountability Highlights, Message from the Architect of the Capitol, Performance and Accountability Report, 

Year in Photos, Section 2: Performance Information, Section 3: Financial Information Overview, Introducing the 

Principal Financial Statements, Message from the Chief Financial Officer, Inspector General Transmittal, 

Architect of the Capitol’s Response to the Inspector General, Section 4: Other Information, Appendices, and the 

Websites and Media Platforms but does not include the financial statements and our auditors’ report thereon. 

Our opinion on the statements does not cover the other information, and we do not express an opinion or any 

form of assurance thereon.

Independent Auditors’ Report (continued)
ARCHITECT OF THE CAPITOL 8 4 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

SECTION 3 • FINANCIAL INFORMATION

In connection with our audit of the financial statements, our responsibility is to read the other information and 

consider whether a material inconsistency exists between the other information and the financial statements, or 

the other information otherwise appears to be materially misstated. If, based on the work performed, we

conclude that an uncorrected material misstatement of the other information exists, we are required to describe 

it in our report.

Report on Internal Control Over Financial Reporting

In planning and performing our audit of the financial statements as of and for the year ended September 30,

2022, we considered AOC’s internal control over financial reporting (internal control) as a basis for designing 

audit procedures that are appropriate in the circumstances for the purpose of expressing our opinion on the 

financial statements, but not for the purpose of expressing an opinion on the effectiveness of AOC’s internal 

control. Accordingly, we do not express an opinion on the effectiveness of AOC’s internal control. We did not 

test all internal controls relevant to operating objectives as broadly defined by the Federal Managers’ Financial 

Integrity Act of 1982.

Our consideration of internal control was for the limited purpose described in the preceding paragraph and was 

not designed to identify all deficiencies in internal control that might be material weaknesses or significant 

deficiencies and therefore, material weaknesses or significant deficiencies may exist that were not identified. 

However, as described in the Schedule of Findings, we identified a deficiency in internal control that we 

consider to be a material weakness.

A deficiency in internal control exists when the design or operation of a control does not allow management or 

employees, in the normal course of performing their assigned functions, to prevent, or detect and correct, 

misstatements on a timely basis. A material weakness is a deficiency, or a combination of deficiencies, in 

internal control, such that there is a reasonable possibility that a material misstatement of the entity’s financial 

statements will not be prevented, or detected and corrected, on a timely basis. A significant deficiency is a 

deficiency, or a combination of deficiencies, in internal control that is less severe than a material weakness, yet 

important enough to merit attention by those charged with governance. We consider the deficiency described in 

the accompanying Schedule of Findings within Exhibit I to be a material weakness.

Report on Compliance and Other Matters

As part of obtaining reasonable assurance about whether AOC’s financial statements as of and for the year 

ended September 30, 2022 are free from material misstatement, we performed tests of its compliance with 

certain provisions of laws, regulations, and contracts, noncompliance with which could have a direct and 

material effect on the financial statements. However, providing an opinion on compliance with those provisions 

was not an objective of our audit, and accordingly, we do not express such an opinion. The results of our tests 

disclosed no instances of noncompliance or other matters that are required to be reported under Government 

Auditing Standards or OMB Bulletin No. 22-01.

Management’s Response to Findings

Government Auditing Standards requires the auditor to perform limited procedures on the AOC’s response to 

the findings identified in our audit and described in the accompanying Schedule of Findings. The AOC’s

response was not subjected to the other auditing procedures applied in the audit of the financial statements 

and, accordingly, we express no opinion on the response.

Independent Auditors’ Report (continued)
ARCHITECT OF THE CAPITOL 8 5 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

SECTION 3 • FINANCIAL INFORMATION

Purpose of the Reporting Required by Government Auditing Standards

The purpose of the communication described in the Report on Internal Control Over Financial Reporting and 

the Report on Compliance and Other Matters sections is solely to describe the scope of our testing of internal 

control and compliance and the results of that testing, and not to provide an opinion on the effectiveness of 

AOC’s internal control or compliance. Accordingly, this communication is not suitable for any other purpose.

Washington, D.C.

November 16, 2022

Independent Auditors’ Report (continued)
ARCHITECT OF THE CAPITOL 8 6 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

SECTION 3 • FINANCIAL INFORMATION

Independent Auditors’ Report

Exhibit I – Material Weakness 

The weakness in internal control described in this Exhibit is a repeat finding from the prior year and existed

during the year ended September 30, 2022. The determination of which control deficiencies rise to the level of 

a material weakness, or a significant deficiency is based on an evaluation of the impact of control deficiencies 

identified, considered individually and in the aggregate, on the Architect of the Capitol (AOC) financial 

statements as of and for the year ended September 30, 2022. The associated entity level controls, as defined 

by the Standards for Internal Control in the Federal Government issued by the Comptroller General of the 

United States (Green Book), are also identified in relation to the control activities in the corresponding areas of

this Exhibit. 

Control Gap Identified for Environmental Liabilities

Background: 

AOC’s estimated environmental liability consisted of the projected cost for the abatement of asbestos as of 

September 30, 2022. The inputs to the estimate included the cost from the external RS Means workbook (a

database of current construction cost estimates) multiplied by the assessed quantity of asbestos from each

AOC jurisdiction.

Conditions:

AOC management did not have controls in place to validate that its use of the RS Means cost rate factor 

(i.e., Base Rates) was an appropriate rate. 

Causes:

This deficiency is a result of insufficient entity level controls as follows:

• Green Book principle 7 requires that “Management should identify, analyze, and respond to risks

related to achieving the defined objectives.”

• Green Book principle 10 requires that “Management designs control activities in response to the

entity’s objectives and risks to achieve an effective internal control system. Control activities are the

policies, procedures, techniques, and mechanisms that enforce management’s directives to achieve

the entity’s objectives and address related risks.”

• Green Book principle 14 requires that “Management should internally communicate the necessary

quality information to achieve the entity’s objectives.”

• Green Book principle 17 requires that “Management should remediate identified internal control

deficiencies on a timely basis.”

Effects:

AOC’s inability to support the use of the RS Means cost rate used raises the risk that the applied rate 

understates the environmental liability recorded because of unaccounted for cost factors including: wage 

escalation, security and access considerations, safety program and reporting requirements, security 

clearance requirements, and other Federal Acquisition Regulations (FAR) reporting and compliance factors 

unique to AOC, especially when AOC elects to utilize an outside contractor for abatement work. As AOC 

management could not demonstrate how the use of the RS Means base rate accounts for these costs and 

no other contingency was identified by AOC management, a judgmental audit misstatement of $43 million, 

was identified. 

Independent Auditors’ Report (continued)
ARCHITECT OF THE CAPITOL 8 7 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

SECTION 3 • FINANCIAL INFORMATION

Recommendations:

We recommend that AOC:

1. Develop and implement a control to validate the use of RS Means and specifically consider if a more

representative contingency rate may apply to its environmental liability,

2. Establish policies and procedures to complete a review of the rate used annually to validate the cost

factors used and make appropriate adjustments when needed, and

3. Complete its multi-year corrective action plan to validate its estimated environmental liability.

Management’s Response 

We did not concur with this finding in the FY 2021 audit and continue to non-concur. The AOC employs the 

same provider of cost data utilized by industry professionals across North America to estimate and budget 

projects, validate internal cost data, and validate vendor quotes. The AOC uses the most comprehensive 

source to determine cost estimates on the market today. Consistent with other federal agencies, the AOC uses 

this tool for cost estimations. It is unreasonable to expect that a small government agency can validate an 

industry-wide standard. 

Auditors’ Response 

We evaluated management’s nonconcurrence and determined the finding remains valid.

Independent Auditors’ Report (continued)
ARCHITECT OF THE CAPITOL 8 8 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

SECTION 3 • FINANCIAL INFORMATION

Architect of the Capitol’s Response 

to the Inspector General
ARCHITECT OF THE CAPITOL 8 9 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

SECTION 3 • FINANCIAL INFORMATION

This page is intentionally left blank.
ARCHITECT OF THE CAPITOL 9 0 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

SECTION 3 • FINANCIAL INFORMATION

Financial Statements

Architect of the Capitol

Balance Sheet

As of September 30, 2022 and 2021 ($ in Thousands)

2022 2021

ASSETS (Note 2)

Intragovernmental

Fund Balance with Treasury (Note 3) $ 1,284,061 $ 1,249,032

Investments (Note 5) 10,262 11,727 

Accounts Receivable, Net (Note 6) 646 643 

Advances and Prepayments (Note 10) 4,799 2,902

Total Intragovernmental $ 1,299,768 $ 1,264,304 

Other than Intragovernmental:

Cash and Other Monetary Assets (Note 4) $ 37 $ 14 

Accounts Receivable, Net (Note 6) 275 279 

Inventory and Related Property, Net (Note 7) 767 1,351

General Property, Plant and Equipment, Net (Note 8) 2,649,759 2,548,752 

Advances and Prepayments (Note 10) 2 —

Investments (Note 5) 10,798 10,755 

Total Other than Intragovernmental $ 2,661,638 $ 2,561,151 

TOTAL ASSETS $ 3,961,406 $ 3,825,455 

Stewardship PP&E (Note 9)

LIABILITIES (Note 11)

Intragovernmental

Accounts Payable: $ 3,033 $ 113

Advances from Others and Deferred Revenue (Note 10) 25,707 26,521 

Other Liabilities (Note 14) 7,517 7 ,797

Total Intragovernmental $ 36,257 $ 34,431 

Other than Intragovernmental:

Accounts Payable $ 76,065 $ 1,711 

Federal Debt and Interest Payable (Note 12) 31,864 45,610 

Federal Employee and Veteran Benefits Payable 65,370 68,618 

Environmental and Disposal Liabilities (Note 13) 183,422 179,022 

Other Liabilities (Note 14) 86,818 122,786 

Total Other than Intragovernmental $ 443,539 $ 417,747 

TOTAL LIABILITIES $ 479,796 $ 452,178 

Commitments and Contingencies (Note 16)

NET POSITION

Total Unexpended Appropriation (Consolidated) $ 1,038,109 $ 1,063,173 

Total Cumulative Results of Operations (Consolidated) 2,443,501 2,310,104 

TOTAL NET POSITION $ 3,481,610 $ 3,373,277 

TOTAL LIABILITIES AND NET POSITION $ 3,961,406 $ 3,825,455 

The accompanying footnotes are an integral part of these financial statements.
ARCHITECT OF THE CAPITOL 91 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

SECTION 3 • FINANCIAL INFORMATION

Architect of the Capitol

Statement of Net Cost

For the Years Ended September 30, 2022 and 2021 ($ in Thousands)

PROGRAM COSTS 2022 2021

Capital Construction and Operations

Gross Costs $ 148,484 $ 132,664 

Less: Earned Revenue (718) (703)

Net Program Costs 147,766 131,961 

Capitol Building

Gross Costs 64,899 74,885 

Less: Earned Revenue (396) (463)

Net Program Costs 64,503 74,422 

Capitol Grounds and Arboretum

Gross Costs 17,503 16,335 

Less: Earned Revenue (17) (24)

Net Program Costs 17,486 16,311 

Capitol Police Buildings, Grounds and Security

Gross Costs 48,593 52,401 

Less: Earned Revenue (1,781) —

Net Program Costs 46,812 52,401 

Capitol Power Plant

Gross Costs 141,265 112,263 

Less: Earned Revenue (9,567) (9,036)

Net Program Costs 131,698 103,227 

House Office Buildings

Gross Costs 129,303 163,398 

Less: Earned Revenue (7,415) (9,668)

Net Program Costs 121,888 153,730 

Library Buildings and Grounds

Gross Costs 55,427 78,246 

Less: Earned Revenue (5,274) (6,164)

Net Program Costs 50,153 72,082 

Senate Office Buildings

Gross Costs 98,114 115,644 

Less: Earned Revenue (3,789) (71)

Net Program Costs 94,325 115,573 

Supreme Court Building and Grounds

Gross Costs 50,170 38,156 

Less: Earned Revenue (52,988) (50,598)

Net Program Costs (Revenues) (2,818) (12,442)

U.S. Botanic Garden

Gross Costs 17,431 15,584 

Less: Earned Revenue — —

Net Program Costs 17,431 15,584 

U.S. Capitol Visitor Center

Gross Costs 17,600 33,010 

Less: Earned Revenue (1,732) (171)

Net Program Costs 15,868 32,839 

NET COST OF OPERATIONS (Note 23) $ 705,112 $ 755,688

The accompanying footnotes are an integral part of these financial statements.
ARCHITECT OF THE CAPITOL 92 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

SECTION 3 • FINANCIAL INFORMATION

Architect of the Capitol

Statement of Changes In Net Position

For the Years Ended September 30, 2022 and 2021 ($ in Thousands)

2022 2021

UNEXPENDED APPROPRIATIONS

Beginning Balance $ 1,063,173 $ 801,991 

Appropriations Received (Note 19) $ 788,330 $ 1,007,560 

Other Adjustments (3,025) (2,933)

Appropriations Used (810,369) (743,445)

Net Change in Unexpended Appropriations $ (25,064) $ 261,182 

Total Unexpended Appropriations, Ending $ 1,038,109 $ 1,063,173 

CUMULATIVE RESULTS OF OPERATIONS

Beginning Balances $ 2,310,104 $ 2,293,016 

Appropriations Used $ 810,369 $ 743,445 

Non-Exchange Revenue 50 2 

Transfers In/(Out) Without Reimbursement 1,135 2,847 

Imputed Financing (Note 17) 26,955 26,482 

Net Cost of Operations (705,112) (755,688)

Net Change in Cumulative Results of Operations $ 133,397 $ 17,088 

Cumulative Results of Operations, Ending $ 2,443,501 $ 2,310,104 

NET POSITION $ 3,481,610 $ 3,373,277

The accompanying footnotes are an integral part of these financial statements.
ARCHITECT OF THE CAPITOL 9 3 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

SECTION 3 • FINANCIAL INFORMATION

Architect of the Capitol

Combined Statement of Budgetary Resources

For the Years Ended September 30, 2022 and 2021 ($ in Thousands)

2022 2021

BUDGETARY RESOURCES

Unobligated Balance from Prior Year Budget Authority, Net (Discretionary and Mandatory) (Note 20) $ 849,209 $ 507,889 

Appropriations (Discretionary and Mandatory) (Note 19) 788,347 1,007,570 

Borrowing Authority (Discretionary and Mandatory) 3,507 4,630 

Spending Authority from Offsetting Collections (Discretionary and Mandatory) 68,492 41,790 

Total Budgetary Resources $ 1,709,555 $ 1,561,879 

STATUS OF BUDGETARY RESOURCES

New Obligations and Upward Adjustments (Total) $ 1,242,031 $ 747,799 

Unobligated Balance, End of Year:

Exempt from Apportionment, Unexpired Accounts 435,852 786,717 

Unexpired Unobligated Balance, End of Year 435,852 786,717 

Expired Unobligated Balance, End of Year (Note 3) 31,672 27,363 

Unobligated Balance, End of Year (Total): 467,524 814,080 

Total Budgetary Resources $ 1,709,555 $ 1,561,879 

OUTLAYS, NET

Outlays, Net (Total) (Discretionary and Mandatory) 738,065 766,384 

Agency Outlays, Net (Discretionary and Mandatory) (Note 23) $ 738,065 $ 766,384 

The accompanying footnotes are an integral part of these financial statements.
ARCHITECT OF THE CAPITOL 9 4 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

SECTION 3 • FINANCIAL INFORMATION

Architect of the Capitol

Notes to the Financial Statements

For the Years Ended September 30, 2022 and 2021

NOTE 1: SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES...................................................................................................................................... 95

A Reporting Entity ...................................................................................................................................................................................................... 95

B. Basis of Accounting and Presentation ............................................................................................................................................................. 95

C. Fund Balance with Treasury ................................................................................................................................................................................ 96

D. Accounts Receivable .............................................................................................................................................................................................. 96

E. Investments............................................................................................................................................................................................................... 96

F. Advances to others and Prepayments ............................................................................................................................................................ 96

G. Trust and Revolving Funds .................................................................................................................................................................................. 97

H. Recognition of Financing Sources .................................................................................................................................................................... 98

I. Operating Materials and Supplies .................................................................................................................................................................... 98

J. Inventory .................................................................................................................................................................................................................... 98

K. Public-Private Partnerships ................................................................................................................................................................................. 99

L. General Property, Plant and Equipment, Net ............................................................................................................................................... 99

M. Stewardship Property, Plant and Equipment ............................................................................................................................................... 99

N. Liabilities ...................................................................................................................................................................................................................100

O. Personnel Compensation and Benefits ........................................................................................................................................................100

P. Statement of Net Cost ......................................................................................................................................................................................... 101

Q. Budgetary Terms and Definitions ................................................................................................................................................................... 101

R. Use of Estimates ..................................................................................................................................................................................................... 101

S. Classified Activities ............................................................................................................................................................................................... 101

NOTE 2: NON-ENTITY ASSETS .................................................................................................................................................................................................102

NOTE 3: FUND BALANCE WITH TREASURY .........................................................................................................................................................................102

NOTE 4: CASH AND OTHER MONETARY ASSETS ..............................................................................................................................................................102

NOTE 5: INVESTMENTS ..............................................................................................................................................................................................................103

NOTE 6: ACCOUNTS RECEIVABLE, NET .................................................................................................................................................................................104

NOTE 7: INVENTORY AND RELATED PROPERTY, NET ......................................................................................................................................................104

NOTE 8: GENERAL PROPERTY, PLANT AND EQUIPMENT, NET .....................................................................................................................................105

NOTE 9: STEWARDSHIP PP&E ..................................................................................................................................................................................................106

NOTE 10: ADVANCES, PREPAYMENTS, AND DEFERRED REVENUE................................................................................................................................108

NOTE 11: LIABILITIES NOT COVERED BY BUDGETARY RESOURCES .............................................................................................................................108

NOTE 12: FEDERAL DEBT AND INTEREST PAYABLE ............................................................................................................................................................109

NOTE 13: ENVIRONMENTAL AND DISPOSAL LIABILITIES ................................................................................................................................................. 110

NOTE 14: OTHER LIABILITIES .......................................................................................................................................................................................................111

NOTE 15: LEASES .............................................................................................................................................................................................................................112

NOTE 16: COMMITMENTS AND CONTINGENCIES ...............................................................................................................................................................113

NOTE 17: IMPUTED FINANCING .................................................................................................................................................................................................114

NOTE 18: NET COST OF OPERATIONS RELATED TO PAYROLL .........................................................................................................................................115

NOTE 19: RECONCILIATION OF SCNP APPROPRIATIONS TO SBR ...................................................................................................................................115

NOTE 20: STATEMENT OF BUDGETARY RESOURCES—UNOBLIGATED BALANCE BROUGHT FORWARD, OCTOBER 1 ..............................116

NOTE 21: UNDELIVERED ORDERS AT THE END OF THE PERIOD ....................................................................................................................................116

NOTE 22: EXPLANATION OF DIFFERENCES BETWEEN THE COMBINED STATEMENT OF 

BUDGETARY RESOURCES AND THE BUDGET OF THE UNITED STATES GOVERNMENT ......................................................................117

NOTE 23 RECONCILIATION OF NET COST TO NET OUTLAYS ..........................................................................................................................................117

NOTE 24 COVID-19 ACTIVITY .................................................................................................................................................................................................... 120
ARCHITECT OF THE CAPITOL 9 5 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

SECTION 3 • FINANCIAL INFORMATION

This fiscal year, the AOC began a pilot preservation project in the Senate Reception Room, one of the most ornately decorated 

rooms in the U.S. Capitol Building. Conservators began restoration of the 1872 mural of George Washington, Thomas Jefferson 

and Alexander Hamilton by Constantino Brumidi.

NOTE 1

SUMMARY OF SIGNIFICANT ACCOUNTING 

POLICIES

A. Reporting Entity 

The Architect of the Capitol (AOC) is an agency within the 

legislative branch of the federal government. Initially authorized 

by Congress to provide “suitable buildings and accommodations 

for the Congress of the United States,” its role has expanded 

to include responsibility for the maintenance, operation, 

development, and preservation of the Capitol Building, Capitol 

Grounds and Arboretum, Capitol Police Buildings, Grounds, and 

Security, House Office Buildings, Library Buildings and Grounds, 

Senate Office Buildings, Supreme Court Buildings and Grounds, 

Capitol Power Plant, U.S. Botanic Garden (USBG), and U.S. Capitol 

Visitor Center (CVC).

The AOC is also responsible for:

 Supporting Congress during official national events (e.g., 

Presidential inaugural ceremonies) held at the Capitol or on 

the Capitol Grounds and Arboretum;

 Providing steam and chilled water to the Supreme Court, 

Thurgood Marshall Federal Judiciary Building (Thurgood 

Marshall Building), Union Station, and the Folger Shakespeare 

Library, and steam-only to the Government Publishing Office 

(GPO) and the Postal Square building, and;

 Providing educational programs and guide services to 

visitors at the CVC and USBG

Some of the assets and liabilities reported by the AOC may be 

eliminated from governmentwide reports because they are 

offset by assets and liabilities of another U.S. government entity. 

These financial statements should be read with the realization 

that they are for a component of the U.S. government, a 

sovereign entity. 

B. Basis of Accounting and Presentation 

As a legislative branch agency, the AOC is not required to 

follow the accounting standards promulgated by the Federal 

Accounting Standards Advisory Board (FASAB). Also, the AOC 

has not formally adopted the Government Management and 

Reform Act of 1994, the Federal Managers Financial Integrity Act 

of 1982, the Federal Financial Management Improvement Act of 

1996, or the Government Performance and Results Modernization 

Act of 2010, as these apply only to executive branch agencies. 

Nonetheless, the AOC refers to these regulations as a general 

guide for best practices and incorporates them into its financial 

management practices, as appropriate. Also, the AOC has 

adopted U.S. Generally Accepted Accounting Principles (GAAP) 

for financial reporting in a manner consistent with other federal 

agencies. Therefore, the AOC’s financial statements have 

been prepared in conformity with GAAP as promulgated by 

FASAB. The American Institute of Certified Public Accountants 

(AICPA) recognizes FASAB standards as GAAP for federal 

reporting entities. 

The AOC records both proprietary and budgetary accounting 

transactions. Following the accrual method of accounting, 

revenues are recognized when earned and expenses are 

recognized when incurred, without regard to the actual 

collection or payment of cash.

Federal budgetary accounting recognizes the obligation and 

use of available budget authority and other fund resources upon 

the establishment of a properly documented legal obligation. 

The recognition of budgetary accounting transactions is 
ARCHITECT OF THE CAPITOL 9 6 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

SECTION 3 • FINANCIAL INFORMATION

essential for compliance with legal controls over the use of 

federal funds and for compliance with appropriations law.

The Unfunded FECA Liability was reclassified from Accounts 

Payable to Other Liabilities per updated guidance from the U.S. 

Department of Treasury (Treasury). Therefore, the presentation 

of FY 2021 comparative balance sheet has been updated as 

well. Additionally, in FY 2022, the AOC reclassified the vendors 

accounts payable accrual from Other Liabilities to the Accounts 

Payable line. This reclassification between lines does not change 

the overall liability total.

C. Fund Balance with Treasury 

The AOC maintains most available fund balances with Treasury. 

Fund Balance with Treasury (FBWT) represents the unexpended 

balances of expenditure and receipt accounts (see Note 3). 

Budget authority, receipts and disbursements are processed 

by Treasury, and the AOC’s records are reconciled with those 

accounts on a regular basis. In addition to the FBWT, the AOC 

also has other cash deposits and investments that are held 

in accounts outside of Treasury, as described in Notes 4 and 

5, respectively.

FBWT is an asset of the AOC and a liability of the General Fund of 

the Government. The amount represents commitments by the 

Government to provide resources for particular programs, but 

does not represent net assets to the Government as a whole. 

When the AOC (like other reporting entities) seeks to use 

FBWT to liquidate budgetary obligations, Treasury will finance 

the disbursements in the same way it finances all other 

disbursements, using some combination of budget authority, 

collections and other inflows, and borrowing from the public (if 

there is a budget deficit).

D. Accounts Receivable

The AOC’s receivables may include, but are not limited to 

amounts due for steam and chilled water provided to other 

entities, food service commissions from operations at the CVC 

and Senate restaurants, flag-flying fees and employees’ payrollrelated debt. If applicable, accounts receivable from federal 

(intragovernmental) and nonfederal sources may be reduced 

to net realizable value by the Allowance for Doubtful Accounts, 

which is based on management’s review of outstanding 

receivables (see Note 6). 

The AOC is legislatively authorized to retain a predetermined 

amount of steam and chilled water reimbursements to cover 

current year obligations. Any receivable (and subsequent 

collection) over the predetermined amount (congressional cap) 

is a non-entity asset that is credited to Treasury’s Miscellaneous 

Receipts account.

E. Investments

All investments are reported at their acquisition (par) value, 

net of amortized premiums and discounts, as it is the AOC’s 

intent to hold long term investments to maturity. Purchases 

and sales of investments are recorded as of the trade date. 

Investment income is reported when earned. The market value 

of an investment is the market value at the end of the current 

reporting period.

Intragovernmental (Investments Held with Treasury)

The Capitol Visitor Center Act of 2008 (2 U.S.C. § 2201 et seq.)

allows for proceeds from the sale of the CVC Gift Shops’ 

inventory, restaurant commissions and miscellaneous 

collections from the CVC Gift Shops to be invested in 

government securities through the Bureau of the Fiscal Service’s 

webbased application, FedInvest. By law, interest income is 

credited to the fund. 

Other than Intragovernmental (Investments Held Outside Treasury)

The AOC has funds invested by a trustee outside of Treasury 

as a result of financing the construction of the Thurgood 

Marshall Building. Congress did not appropriate funds for the 

construction of the building but, instead, authorized the use 

of private financing to cover its cost. In 1989, the AOC entered 

into a Development Management Agreement with Boston 

Properties for the design, development, and construction of the 

Thurgood Marshall Building. 

Shearson Lehman Hutton Inc. and Kidder, Peabody, & Co. Inc. 

issued 30-year Serial Zero Coupon Certificates of Participation to 

finance its construction. The discount on the purchase reflects 

the absence of coupon interest payments and is amortized over 

the life of these certificates. Pursuant to the Trust Agreement, 

the proceeds were received by a trustee, The United States 

Trust Company of New York (now The Bank of New York Mellon). 

These proceeds were deposited into two funds, the Project 

Fund and the Operating Reserve Fund, to cover the costs of 

the construction project. In 2007, the Project Fund balance 

was transferred to the Operating Reserve Fund. The Operating 

Reserve Fund is held outside the Treasury by the trustee and, 

at the AOC’s direction, the funds are invested and disbursed. 

The balance in the Operating Reserve Fund is held in reserve 

for future needs of the building (e.g., roof replacement or other 

major renovation) (see Note 5). 

F. Advances to others and Prepayments

Advances to others and Prepayments consist of amounts 

advanced by the AOC to other federal trading partners for 

services to be provided under interagency agreements and 

employee travel advances (non-federal), if applicable (see 

Note 10).
ARCHITECT OF THE CAPITOL 9 7 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

SECTION 3 • FINANCIAL INFORMATION

G. Trust and Revolving Funds 

Trust and Special Funds

The AOC has stewardship responsibility for one trust fund 

account, the National Garden Trust Fund, and one special fund 

account, the Capitol Trust Account. 

The National Garden Trust Fund is subject to the direction of the 

Joint Committee of Congress on the Library and was established 

to accept gifts or bequests of money, plant material, and other 

property on behalf of the USBG. While this trust fund account 

still exists, it has a zero balance and is inactive. 

The Capitol Trust Account was established pursuant to Public 

Law (P.L.) 113-76. The balance in this fund consists of permit 

fees collected by the United States Capitol Police (USCP) to 

cover cleanup and other costs incurred by the AOC as a result 

of commercial activity that is conducted in the area known 

as Union Square. Funds in this account are available for 

maintenance, improvements, and other Union Square projects 

subject to the approval of the Committees of the House of 

Representatives and Senate.

Revolving Funds

The AOC has stewardship responsibility for seven revolving 

funds to account for various programs and operations. Each 

of these funds is a distinct fiscal and accounting entity that 

accounts for cash and other financial resources together with all 

related liabilities and equities. These revolving funds are:

 House (of Representatives) Gymnasium Revolving Fund 

 Senate Health and Fitness Facility Revolving Fund

 Senate Restaurant Revolving Fund

 Judiciary Office Building Development and Operations Fund 

 CVC Revolving Fund

 Recyclable Materials Revolving Fund, and

 Flag Office Revolving Fund

The House (of Representatives) Gymnasium Revolving Fund 

was established in the Treasury for the AOC to deposit dues 

paid by members and other authorized users of the House of 

Representatives Wellness Center. The AOC may expend fund 

amounts to pay for the operation of the facility.

The Senate Health and Fitness Facility Revolving Fund was 

established to deposit membership dues collected from 

authorized users of the Senate Health and Fitness Facility 

and proceeds from the AOC’s Senate recycling program. The 

AOC, subject to the approval of the Senate Committee on 

Appropriations, may expend fund amounts to pay for the 

preservation and maintenance of the facility. 

The Senate Restaurant Revolving Fund was established in 1961 

for the operation of the Senate restaurants. In 2008, the AOC 

transferred control of the Senate restaurants to a private vendor, 

while retaining its accounting functions. Following the transfer, 

the revolving fund is no longer used for the operation of the 

restaurants, but the account still exists for activities resulting 

from the conversion and continuing maintenance of the 

restaurants. Upon approval by the Senate Committee on Rules 

and Administration, available balances may be increased via 

transfers in from the U.S. Senate to the AOC, as needed.

The Judiciary Office Building Development and Operations Fund 

is used to pay expenses related to the structural, mechanical, 

and domestic care, maintenance, operation, and utilities of the 

Thurgood Marshall Building. The fund includes an investment 

that is held outside Treasury with The Bank of New York Mellon, 

via a Trust Agreement established to finance the construction of 

the Thurgood Marshall Building.

The CVC Revolving Fund is used to administer funds from the 

sale of the Gift Shops’ inventory, the deposit of miscellaneous 

receipts from the CVC Gift Shops, commissions paid to the CVC 

for food service operations and any fees collected from other 

functions within the CVC facility. This business-type revolving 

fund is invested in government securities through the Bureau of 

the Fiscal Service.

The Recyclable Materials Revolving Fund was established to 

collect the proceeds from the sale of recyclable materials from 

across the AOC (excluding the Senate, which pursuant to 2 U.S.C. 

§ 2026 (b) (2), deposits such funds in the Senate Health and 

Fitness Facility Revolving Fund). Available funds in this account 

may be used to carry out recycling programs or other programs 

that promote energy savings at the AOC.

The Flag Office Revolving Fund was established pursuant to P.L. 

115-31 for services provided by the AOC Flag Office. The balance 

in this fund consists of flag fees collected by the Flag Office and 

is available for the Flag Office’s expenses, including: 

 Supplies, inventories, equipment, and other expenses

 Reimbursement of any applicable appropriations account for 

amounts used from such appropriations account to pay the 

salaries of employees of the Flag Office

 Amounts necessary to carry out the authorized levels in the 

Fallen Heroes Flag Act of 2016

Funds from Dedicated Collections

Statements of Federal Accounting Standards (SFFAS) No. 27 

Identifying and Reporting Funds from Dedicated Collections, 

as amended by SFFAS No. 43, Dedicated Collections: Amending 

SFFAS No. 27, Identifying and Reporting Funds, defines funds 

from dedicated collections as financed by specifically identified 
ARCHITECT OF THE CAPITOL 9 8 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

SECTION 3 • FINANCIAL INFORMATION

revenues, provided to the government by nonfederal sources, 

often supplemented by other financing sources, which remain 

available over time. These specifically identified revenues and 

other financing sources are required by statute to be used 

for designated activities, benefits, or purposes, and must 

be accounted for separately from the government’s general 

revenues. As of the current reporting period, there are no AOC 

funds that meet the criteria for funds from dedicated collections.

H. Recognition of Financing Sources 

The AOC receives funding to support its programs through 

appropriations and offsetting collections authorized by 

Congress. Funding for operating and capital expenditures is 

received as annual, multi-year, and no-year appropriations. 

This includes funding provided in the Coronavirus Aid, Relief, 

and Economic Security Act (CARES Act), under the Capital 

Construction and Operations (CCO) account as well as other 

emergency supplemental appropriations. 

The appropriations that the AOC manages are listed below. 

Inactive funds are included below for full disclosure. 

1. Capitol Building

 Capitol Building

 Flag Office Revolving Fund

2. Capitol Grounds and Arboretum 

 Capitol Grounds and Arboretum

 West Central Front (inactive)

 Capitol Trust Account (Union Square)

3. Capitol Police Buildings, Grounds and Security 

 Capitol Police Buildings, Grounds and Security

4. Capital Construction and Operations 

 Capital Construction and Operations

 Recyclable Materials Revolving Fund 

 Americans with Disabilities Act (inactive)

 Congressional Cemetery (inactive)

5. House Office Buildings

 House Office Buildings

 House Office Buildings Fund

 House of Representatives Gymnasium Revolving Fund

 House Historic Buildings Revitalization Trust Fund

6. Library Buildings and Grounds

 Library Buildings and Grounds

7. Senate Office Buildings 

 Senate Office Buildings

 Senate Health and Fitness Facility Revolving Fund

 Senate Restaurant Revolving Fund

8. Capitol Power Plant 

 Capitol Power Plant 

9. U.S. Botanic Garden 

 Botanic Garden

 National Garden (inactive)

10. U.S. Capitol Visitor Center 

 U.S. Capitol Visitor Center 

 U.S. Capitol Visitor Center Revolving Fund

11. Supreme Court Building and Grounds

 Supreme Court

 Judiciary Office Building Development and 

Operations Fund

As a component of the governmentwide reporting entity, the 

AOC is subject to the federal budget process, which involves 

appropriations that are provided annually and appropriations 

that are provided on a permanent basis. The financial 

transactions that are supported by budgetary resources, which 

include appropriations, are generally the same transactions 

reflected in agency and the governmentwide financial reports. 

These budgetary resources reflect past congressional actions 

that enable the AOC to incur budgetary obligations in a given 

year. Budgetary obligations are legal obligations for goods, 

services, or amounts to be paid based on statutory provisions 

(e.g., employee benefits).

I. Operating Materials and Supplies 

The AOC’s materials and supplies consist of tangible personal 

property consumed during normal operations. Per SFFAS No. 

3, Accounting for Inventory and Related Property, operating 

materials and supplies are recorded using the purchases 

method. The AOC currently uses this method, which provides 

that operating materials and supplies be expensed when 

purchased. Operating materials and supplies are purchased 

using funds specifically appropriated to the AOC’s jurisdictions. 

Therefore, the related usage of those materials and supplies is 

intended for those specific jurisdictions making the purchases.

J. Inventory

Inventory consists of retail goods purchased for resale at 

the CVC’s Gift Shops. It is recorded at historical cost, using 

the weighted average valuation method, in accordance with 

SFFAS No. 3, Accounting for Inventory and Related Property. 

The recorded values may be adjusted based on the results of 

periodic physical inventory counts. Inventory purchased for 

resale may be categorized as follows: (1) purchased goods 

held for current sale, (2) purchased goods held in reserve for 

future sale and (3) slow-moving, excess or obsolete inventory. 

Examples of the retail goods included in inventory are books, 

apparel, ornaments and other souvenirs. The AOC may also 

record an allowance which is based on slow-moving, excess 

or obsolete and damaged inventory, or as a result of known 

restrictions on the sale or disposition of inventory (see Note 7).
ARCHITECT OF THE CAPITOL 9 9 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

SECTION 3 • FINANCIAL INFORMATION

The Capitol Grounds and Arboretum jurisdiction maintains and preserves the historic landscape of the Capitol campus. 

The grounds encompass 286 acres of landscape and infrastructure across Capitol Hill.

K. Public-Private Partnerships

In FY 2016, the AOC entered into a contract with the Washington 

Gas Light Company to construct a cogeneration facility. 

Cogeneration, also known as combined steam and power, uses 

a single fuel source and simultaneously produces electricity 

and steam. This facility provides heat and electricity for use by 

the AOC and its jurisdictions and other federal agencies, with 

excess capacity being sold potentially to non-federal entities 

as well. The AOC has evaluated this arrangement against the 

disclosure requirements outlined in SFFAS No. 49, Public-Private 

Partnerships (P3) and determined that cogeneration does not 

meet the conclusive and suggestive characteristics of a P3 (see 

Notes 11, 14 and 16).

The Energy Policy Act of 1992 authorized the use of private 

sector financing to implement energy conservation methods 

and energy-efficient technologies by federal entities. These 

contracts provide technical services and upfront project 

financing and allow federal agencies to pay off the project costs 

over a period not to exceed 25 years. Per OMB Memoranda 

M-98-13 and M-12-21, obligations, budget authority and 

outlays for these energy savings projects will be recognized 

on an annual basis when due, rather than recording the full 

obligation upfront.

L. General Property, Plant and Equipment, Net

The AOC records property at cost, in accordance with SFFAS 6, 

Accounting for Property, Plant, and Equipment. Real property 

and equipment are depreciated over their estimated useful 

lives, which range from three to 40 years, using the straight-line 

method. Depreciation is based on the half-year and full-month 

conventions for buildings and equipment, respectively. All 

property (real and personal) is in the AOC’s possession and there 

is nothing held by others (see Note 8).

The following table presents the AOC’s capitalization thresholds 

and related useful lives:

PROPERTY TYPE USEFUL LIFE (YEARS)

CAPITALIZATION

THRESHOLD

Real Property 40 $500,000

Improvements 20 $500,000

Equipment and 

Vehicles 3–15 $25,000

Assets Under 

Capital Lease

Shorter of Lease 

Term or Useful Life of 

Property Type

See Related 

Property Type

Internal Use 

Software (Intellectual 

Property)

3 $5,000,000

M. Stewardship Property, Plant & Equipment 

Stewardship land and heritage assets have physical properties 

that resemble those of General Property, Plant & Equipment 

(PP&E), which are traditionally capitalized in the financial 

statements. Due to the nature of stewardship assets, however, 

determining a monetary value would be difficult, and matching 

costs with specific periods may not be possible or meaningful. 

Heritage assets are PP&E that are unique and are generally 

expected to be preserved indefinitely. Heritage assets have 

historical or natural significance; are of cultural, educational, 

or artistic importance or have significant architectural 

characteristics. These assets are reported in terms of physical 

units rather than cost or other monetary values per SFFAS No. 

29, Heritage Assets and Stewardship Land. There are two types 

of heritage assets: collection, which are objects gathered and 

maintained for exhibition, such as museum and art collections; 

and noncollection, which are parks, memorials, monuments and 

buildings. The AOC holds both collection and non-collection 

heritage stewardship assets (see Note 9).
ARCHITECT OF THE CAPITOL 100 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

SECTION 3 • FINANCIAL INFORMATION

N. Liabilities

Liabilities represent the amounts owed to others for goods or 

services received, claims against the agency, and other probable 

future outflows of resources as a result of past transactions 

or current conditions (e.g., debt or environmental cleanup 

liabilities). Some liabilities are funded while others are classified 

as “unfunded” because no liability may be paid without an 

enacted appropriation. For example, accrued unfunded annual 

leave and workers’ compensation remain unfunded until 

future appropriations are enacted to cover these costs. The 

Balance Sheet includes, but is not limited to the following types 

of liabilities: 

Accounts Payable

Accounts Payable are amounts (including accruals) owed 

by the AOC to vendors, contractors and federal agencies for 

goods and services received but not yet paid at the end of the 

reporting period.

Advances From Others and Deferred Revenue

Advances From Others and Deferred Revenue consists of 

amounts advanced to the AOC by other federal trading partners 

for services to be provided under reimbursable agreements (see 

Note 10).

Federal Debt and Interest Payable

The AOC recognizes a liability for the 30-year Coupon 

Certificates of Participation issued to finance the Thurgood 

Marshall Building construction. The liability is reduced by 

semiannual payments of principal and interest. These payments 

are secured by the rent collected from the Administrative Office 

of the U.S. Courts. Interest payable is accrued for the coupon 

certificates as well as the financed portion of the cogeneration 

facility (see Note 12). 

Contract Holdbacks (included in Other Liabilities)

Contract Holdbacks (retainage) consists of a percentage of the 

contract price that is due to the vendor or contractor but is held 

by the AOC to provide assurance that the service or project will 

be completed as required by the contract terms. The amount 

that is held back is released to the vendor or contractor upon 

satisfactory completion of the service or project (see Note 14).

Contingencies, Environmental and Disposal Liabilities

The AOC accounts for contingencies in accordance with SFFAS 

No. 5, Accounting for Liabilities of the Federal Government. This 

standard defines a contingency as an existing condition, 

situation, or set of circumstances involving uncertainty as to the 

possible gain or loss to an entity that will ultimately be resolved 

when one or more future events occur or fail to occur. 

Management recognizes a contingent liability for liabilities 

equal to or greater than $100 thousand when a past transaction 

or event has occurred, a future outflow or other sacrifice 

of resources is probable and the related future outflow is 

measurable (see Notes 13 and 16).

SFFAS No. 5 also provides criteria for recognizing a contingent 

liability for material amounts of environmental cleanup costs 

that are related to general and stewardship PP&E used in federal 

operations. In accordance with Technical Bulletin 2006-1, 

Recognition and Measurement of Asbestos-Related Cleanup 

Costs, the AOC recognizes a liability and related expense for 

friable and nonfriable asbestos cleanup costs when it is both 

probable and reasonably estimable - consistent with SFFAS No. 

5, SFFAS No. 6, and Technical Release No. 2 (see Note 13).

O. Personnel Compensation and Benefits

Annual and Other Leave

Annual leave is recognized as an expense and a liability as it is 

earned. The liability is reduced as leave is taken. The accrued 

leave liability is funded by future years’ budgetary resources 

and is classified as unfunded; which is reflected in the Federal 

Employees and Veterans Benefits payable line of the Balance 

Sheet. Other types of leave are expensed when taken and no 

future liability is recognized for these amounts.

Federal Employees’ Compensation Act (FECA) Benefits 

The FECA program is administered by the U.S. Department of 

Labor (DOL), which initially pays valid claims and subsequently 

seeks reimbursement from the federal agencies employing 

the claimants (Unfunded FECA Liability, see Note 11). The DOL 

determines the actuarial liability for claims outstanding at the 

end of each fiscal year. This liability includes the estimated 

future costs of death benefits, workers’ compensation and 

medical and miscellaneous costs for approved compensation 

cases (Federal employee and veteran benefits payable, see 

Note 11).

Pensions

Most employees of the AOC participate in one of three definedbenefit retirement programs based on their employment 

start date. Employee and AOC contributions are made to 

the Civil Service Retirement System (CSRS), the CSRS Offset 

or the Federal Employees Retirement System (FERS) – all 

administered by the Office of Personnel Management (OPM). 

Employees may also participate in the Thrift Savings Plan (TSP), 

a defined contribution retirement savings and investment 

plan, as authorized by the Federal Employees Retirement System 

Act of 1986. The Federal Retirement Thrift Investment Board 

administers this plan. The AOC also withholds the necessary 

payroll deductions for employee contributions. 

The AOC is not responsible for and does not report CSRS, FERS 

assets, accumulated plan benefits or liabilities applicable to its 
ARCHITECT OF THE CAPITOL 101 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

SECTION 3 • FINANCIAL INFORMATION

employees on its financial statements. The OPM is responsible 

to report these amounts. The AOC recognizes an imputed 

financing source for the difference between the estimated OPM 

service cost and the sum of participants’ pension withholdings 

and agency contributions (see Note 17).

Health Benefits and Life Insurance 

The AOC recognizes a current-period expense for the future 

cost of post-retirement health benefits and life insurance for its 

employees while they are actively employed. This amount is also 

considered imputed financing (see Note 17). 

P. Statement of Net Cost

The Statement of Net Cost (SNC) is presented by responsibility 

segment (which are AOC jurisdictions), in accordance with SFFAS 

No. 4, Managerial Cost Accounting Standards and Concepts. The 

AOC believes the responsibility segment approach currently 

provides cost information to its stakeholders in a direct, 

informative, and succinct manner. 

The 11 responsibility segments reported on the SNC are 

identified below:

 Capital Construction and Operations

 Capitol Building

 Capitol Grounds and Arboretum

 Capitol Police Buildings, Grounds, and Security

 Capitol Power Plant

 House Office Buildings

 Library Buildings and Grounds 

 Senate Office Buildings

 Supreme Court Building and Grounds

 U.S. Botanic Garden

 U.S. Capitol Visitor Center

Revenues reported on the SNC are principally recorded on a 

direct cost recovery basis.

Q. Statement of Budgetary Resources Terms

The purpose of Federal budgetary accounting is to control, 

monitor, and report on funds made available to Federal 

agencies by law and help ensure compliance with the law.

The following budgetary terms are commonly used:

Appropriation: An appropriation is a provision of law 

(not necessarily in an appropriations act) authorizing the 

expenditure of funds for a given purpose. Usually, but not 

always, an appropriation provides budget authority.

Budgetary resources: Budgetary resources are amounts 

available to incur obligations in a given year. Budgetary 

resources consist of new budget authority and unobligated 

balances of budget authority provided in previous years. 

Gross Outlays: Gross Outlays are the sum of all payments made 

to liquidate obligations (other than the repayment of debt 

principals or other disbursements that are “means of financing” 

transactions). Outlays are the measure of Government spending.

Net Outlay: The net outlay is determined by subtracting all 

offsetting collections (unexpired and expired) from gross 

outlays so that the contribution of the budget account to the 

Federal Government’s bottom line (the surplus or deficit) can 

be determined.

Obligation: An obligation is a binding agreement that will 

result in outlays, immediately or in the future. Budgetary 

resources must be available before obligations can be 

incurred legally.

Offsetting collections: Offsetting collections are payments 

made to the Government that, by law, are credited directly 

to expenditure accounts and deducted from gross budget 

authority and outlays of the expenditure account, rather 

than added to receipts. Usually, offsetting collections are 

authorized to be spent for the purposes of the account without 

further action by Congress. The authority to spend offsetting 

collections is a form of budget authority.

R. Use of Estimates

The preparation of financial statements in conformity with 

GAAP requires management to make certain estimates and 

assumptions. These estimates and assumptions affect the 

reported amounts of assets, liabilities (including contingent 

liabilities), revenues, financing sources, expenses and 

obligations incurred during the reporting period. These 

estimates are based on management’s best knowledge of 

current events, historical experience and other assumptions 

that are believed to be reasonable under the circumstances. 

Estimates are subject to a wide range of variables, including 

assumptions on future economic and financial events. 

Accordingly, actual results may differ from those estimates.

S. Classified Activities

Accounting standards require all reporting entities to disclose 

that accounting standards allow certain presentations and 

disclosures to be modified, if needed, to prevent the disclosure 

of classified information.
ARCHITECT OF THE CAPITOL 102 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

SECTION 3 • FINANCIAL INFORMATION

NOTE 2:

NON-ENTITY ASSETS

Non-entity assets are those held by the AOC but are unavailable 

for use in its operations. Activities that may give rise to nonentity assets include:

 The Monocle Restaurant rent collections

 USBG palm tree rental proceeds

 Repayment of employees’ debt, which was established in 

funds that are now canceled

 Steam and chilled water collections over the annual 

congressional cap (see Note 1.D)

 Restitution payments resulting from the January 6, 2021 

Capitol insurrection

Upon receipt, these funds are not available for AOC to use and 

are transferred to Treasury.

The AOC’s non-entity assets as of September 30, 2022, and 2021, 

are as follows:

Dollars in Thousands

NON-ENTITY ASSETS 2022 2021

Other than 

Intragovernmental

Accounts Receivable, Net 

(Note 6) $ 31 $ 7

Total Non-Entity Assets $ 31 $ 7 

Total Entity Assets $ 3,961,375 $ 3,825,448

Total Assets $ 3,961,406 $ 3,825,455

Non-Entity Accounts Receivable increased due to the 

accumulation of Employee Payroll Receivables, which will be 

reduced when the debt is collected.

NOTE 3:

FUND BALANCE WITH TREASURY 

FBWT is classified in the following categories: 

a) Unobligated Balance

Unobligated Balance Available includes unexpired budget 

authority. The amount disclosed in this note as Unobligated 

Balance Available may not reconcile to the amount reported as 

Unexpired unobligated balance on the Combined Statement of 

Budgetary Resources (SBR) due to anticipated collections (closed 

out at year end) and budgetary resources that are not part of 

the FBWT such as investments (see Note 5). Additionally, any 

amounts in FBWT for which the related budgetary authority is 

restricted will not reconcile to the SBR. The AOC has unobligated 

balances derived from offsetting collections for space rented 

in the O’Neill Building. These amounts are available for future 

obligations upon Congressional appropriation.

Unobligated Balance Unavailable represents expired budget 

authority that is no longer available to incur new obligations 

unless authorized by Congress. An example of this is for 

FECA and unemployment payments, which are derived from 

expired balances.

b) Obligated Balance Not Yet Disbursed

Obligated balance Not Yet Disbursed includes undelivered 

orders or orders that have been received but not yet paid for. 

c) Non-Budgetary FBWT

Non-Budgetary FBWT (if applicable) includes unavailable 

miscellaneous receipts and suspense accounts that have no 

associated budget authority. 

Dollars in Thousands

FUND BAL ANCE WITH 

TREASURY TYPE 2022 2021

Unobligated Balance

Available $ 440,281 $ 791,307

Unavailable 31,672 27,363

Obligated Balance not 

yet Disbursed 812,108 430,362

Total $ 1,284,061 $ 1,249,032

The decrease in Unobligated Balance Available and increase in 

Obligated Balance not yet Disbursed is primarily attributed to 

the usage of emergency supplemental appropriations received 

in the 4th Quarter of FY 2021 for funding the AOC’s response to 

the events at the United States Capitol on January 6, 2021. These 

appropriations were available for obligation in FY 2021 and 

obligated in FY 2022.

NOTE 4:

CASH AND OTHER MONETARY ASSETS 

Cash and Other Monetary Assets include change-making 

funds held in a bank outside Treasury for the CVC Gift Shops’ 

operations and undeposited daily sales from the Gift Shops 

(if applicable). There are no restrictions on cash. The CVC Gift 

Shops gradually re-opened during FY 2022 after being closed 

since March 12, 2020. As of June 7, 2022, both CVC Gift Shops 

were fully operational and open to the public. Therefore, 

although there were no undeposited collections in Q4 FY 

2021 due to the closure of the CVC Gift Shops, there were 

undeposited collections in Q4 FY 2022.
ARCHITECT OF THE CAPITOL 103 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

SECTION 3 • FINANCIAL INFORMATION

The cash balances as of September 30, 2022, and 2021, are as follows:

Dollars in Thousands

CASH AND OTHER MONE TARY ASSE TS 2022 2021

Undeposited Collections $ 23 $ —

Cash Imprest Funds 14 14 

Total $ 37 $ 14

NOTE 5:

INVESTMENTS 

Intragovernmental investments are comprised of proceeds from CVC Gift Shops sales and restaurant commission receipts. These 

amounts are invested with Treasury’s Bureau of the Fiscal Service and are classified as intragovernmental. The difference in the type 

of certificates (one-day, six-month, and one-year, as applicable) reflects the maturity of previously held securities. Upon maturity, the 

proceeds from six-month and one-year securities remain in one-day certificates until they are utilized to cover necessary expenses or 

reinvested in longer term certificates.

The FY 2022 Intragovernmental Investments, Net decreased due to expenditure of proceeds from CVC Revolving Fund to fund the 

Exhibition Hall Renovation project (EHRP). While the CVC Gift Shops have gradually re-opened during FY2022, sales have not yet 

reached pre-pandemic levels. The CVC restaurant also re-opened to the public on May 30, 2022.

Other than Intragovernmental Investments comprise the investment of the Thurgood Marshall Building Operating Reserve Fund with 

the Bank of New York Mellon. Level 1 reflects the unadjusted quoted prices in active markets for identical assets that the AOC can 

access at the measurement date.

At September 30, 2022, Dollars in Thousands 

INVESTMENTS SHARES/PAR

AMORTIZED 

PREMIUM (NE T 

OF DISCOUNT)

INTEREST

RECEIVABLE

INVESTMENTS, 

NET

UNREALIZED 

GAIN/(LOSS) MARKET VALUE

INTRAGOVERNMENTAL, 

NONMARKETABLE:

Capitol Visitor Center Revolving Fund 

One-Day Certificate, 2.72% Annual 

Yield Maturing 10/3/2022 $ 2,730 $ — $ — $ 2,730 $ — $ 2,730

Six-Month Certificate, 2.87% Annual 

Yield Maturing 1/12/2023 5,071 (41) — 5,030 (5) 5,025

12-Month Certificate, 4.03% Annual 

Yield Maturing 9/7/2023 2,598 (96) — 2,502 2 2,504

Total Intragovernmental $ 10,399 $ (137) $ — $ 10,262 $ (3) $ 10,259

At September 30, 2021, Dollars in Thousands

INVESTMENTS SHARES/PAR

AMORTIZED 

PREMIUM (NE T 

OF DISCOUNT)

INTEREST 

RECEIVABLE

INVESTMENTS,

NET

UNREALIZED 

GAIN/(LOSS)

MARKET

VALUE

INTRAGOVERNMENTAL, 

NONMARKETABLE:

Capitol Visitor Center Revolving Fund

One-Day Certificate, 0.05% Annual 

Yield Maturing 10/1/2021 $ 6,726 $ — $ — $ 6,726 $ — $ 6,726

Six-Month Certificate, 0.05% Annual 

Yield Maturing 1/13/2022 5,001 — — 5,001 — 5,001

Total Intragovernmental $ 11,727 $ — $ — $ 11,727 $ — $ 11,727
ARCHITECT OF THE CAPITOL 104 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

SECTION 3 • FINANCIAL INFORMATION

NOTE 6:

ACCOUNTS RECEIVABLE, NET

The AOC’s Accounts Receivable as of September 30, 2022, and 

2021, are as follows:

Dollars in Thousands

ACCOUNTS RECEIVABLE 2022 2021

Intragovernmental

Entity $ 646 $ 643

Total Intragovernmental $ 646 $ 643

Other than 

Intragovernmental

Entity $ 244 $ 272

Non-Entity 31 7

Total Other than 

Intragovernmental $ 275 $ 279

Total $ 921 $ 922

Based on analysis of historical collections and write-offs, all 

accounts are currently considered collectible and there is no 

allowance for doubtful accounts as of the current period. 

NOTE 7:

INVENTORY & RELATED PROPERTY, NET

Inventory consists of retail goods that were purchased for resale 

at the CVC’s Gift Shops.

Inventory, as of September 30, 2022, and 2021, is as follows:

Dollars in Thousands

INVENTORY CATEGORY 2022 2021

Purchased Goods Held for 

Current Sale $ 767 $ 1,351 

Total $ 767 $ 1,351

Both CVC Gift Shops re-opened to the public during FY 2022. 

Inventory purchases needed to support the online gift shop 

continue; however, the decrease in inventory is attributed to a 

higher inventory turnover rate due to increased sales from the 

re-opening of the physical Gift Shops. 

Inventory on hand may include damaged items which consist 

of broken and/or stained merchandise that are no longer in 

saleable condition, such as display items. Discontinued or 

defective merchandise may also be restricted from future sales 

and carried as damaged inventory until disposed. 

The AOC may record an allowance which is based on slowmoving, excess or obsolete and damaged inventory, if 

applicable. Based upon management’s reviews and the most 

recent inventory count, all damaged inventory was disposed 

in accordance with normal operating practices. There is no 

damaged or restricted inventory to report as of September 30, 

2022 and 2021. 

At September 30, 2022, Dollars in Thousands

FAIR VALUE MEASUREMENT, OTHER THAN INTR AGOVERNMENTAL INVESTMENTS LEVEL 1 TOTAL

The Bank of New York Mellon Operating Reserve Fund (Dreyfus) $ 10,798 $ 10,798

Total $ 10,798 $ 10,798

At September 30, 2021, Dollars in Thousands

FAIR VALUE MEASUREMENT, OTHER THAN INTR AGOVERNMENTAL INVESTMENTS LEVEL 1 TOTAL

The Bank of New York Mellon Operating Reserve Fund (Dreyfus) $ 10,755 $ 10,755

Total $ 10,755 $ 10,755
ARCHITECT OF THE CAPITOL 105 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

SECTION 3 • FINANCIAL INFORMATION

NOTE 8:

GENERAL PROPERTY, PLANT AND EQUIPMENT, NET

The AOC records property and equipment by distinct categories as shown in the following table (see Note 1.L for the AOC’s 

capitalization thresholds and related useful lives). Internal Use Software (IUS) is fully depreciated. 

The following charts represent the AOC’s real property and equipment values, by asset category, as of September 30, 2022, and 2021:

At September 30, 2022, Dollars in Thousands

CL ASS OF PROPERT Y AND 

EQUIPMENT ACQUISITION VALUE

ACCUMUL ATED 

DEPRECIATION NET BOOK VALUE %

Buildings $ 1,440,184 $ 890,443 $ 549,741 20.8%

Buildings Improvements 2,908,362 1,384,674 1,523,688 57.6%

Capital Leases (Real Property) 40,143 38,257 1,886 0.1%

Leasehold Improvements 19,959 18,584 1,375 0.1%

Equipment and Internal Use 

Software 36,244 19,743 16,501 0.6%

Land 169,231 — 169,231 6.3%

Land Improvements 157,613 125,966 31,647 1.2%

Other Structures 9,288 5,777 3,511 0.1%

Construction Work-in-Progress 

(CWIP) 352,179 — 352,179 13.2%

Total $ 5,133,203 $ 2,483,444 $ 2,649,759 100%

At September 30, 2021, Dollars in Thousands

CL ASS OF PROPERT Y AND 

EQUIPMENT ACQUISITION VALUE

ACCUMUL ATED 

DEPRECIATION NET BOOK VALUE %

Buildings $ 1,440,184 $ 865,133 $ 575,051 22.6%

Buildings Improvements 2,678,941 1,271,503 1,407,438 55.2%

Capital Leases (Real Property) 40,143 37,647 2,496 0.1%

Leasehold Improvements 19,830 17,987 1,843 0.1%

Equipment and Internal Use 

Software 34,627 17,544 17,083 0.7%

Land 169,231 — 169,231 6.6%

Land Improvements 150,809 119,119 31,690 1.2%

Other Structures 9,288 5,417 3,871 0.2%

Construction Work-in-Progress 

(CWIP) 340,049 — 340,049 13.3%

Total $ 4,883,102 $ 2,334,350 $ 2,548,752 100%

The increase in Building Improvements is primarily due to the 

recognition of additional fixed assets as work and/or phases are 

completed on various capital improvement projects, with the 

largest being the Senate Underground Garage Renovation & 

Landscape Restoration.

Additionally, the change in CWIP is due to new activity net of reclassifications to other asset accounts for work completed.

The FY 2022 and FY 2021 amounts shown in the chart below 

represent PP&E activity for each respective fiscal year. 

Dollars in Thousands

CURRENT YEAR ACTIVITY

NET PP&E 2022 2021

Balance at Beginning of Year $ 2,548,752 $ 2,450,456 

Capitalized Acquisitions 250,540 242,879 

Dispositions (439) (14,405)

Depreciation Expense* (149,094) (130,178)

Balance at End of Year $ 2,649,759 $ 2,548,752

* Depreciation expense represents current year change in accumulated 

depreciation.
ARCHITECT OF THE CAPITOL 106 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

SECTION 3 • FINANCIAL INFORMATION

The educational, artistic, architectural, and historical 

significance of many of the AOC’s buildings meet the FASAB 

criteria for heritage assets. Since these buildings are currently 

used for day-to-day business, they are further classified as multiuse heritage assets (see Note 9). As a result, they are depreciated 

in the same manner as if they were general purpose assets. 

Although the original assets are fully depreciated, subsequent 

improvements and betterments to the buildings are currently 

being depreciated in accordance with established policy. The 

AOC is responsible for reviewing and authorizing all structural 

and architectural changes to the buildings and grounds before 

any changes are made.

NOTE 9:

STEWARDSHIP PP&E

The AOC maintains and preserves stewardship PP&E related to 

its mission to serve Congress and the Supreme Court, preserve 

America’s Capitol and inspire memorable experiences. Tracing its 

beginnings to the laying of the U.S. Capitol Building cornerstone 

in 1793, authority for the AOC’s care and maintenance of the 

U.S. Capitol was established by legislation in 1876. The agency 

maintains multiple categories of heritage assets, including 

historic buildings and structures, stewardship lands and cultural 

landscapes, artwork, architectural features, reference and library 

materials, and living botanical assets. The AOC shares stewardship 

responsibility for certain heritage assets with the curators for 

the U.S. Senate and the House of Representatives. These assets 

are categorized as joint works of art and included in the AOC’s 

inventory. In addition, while the AOC is responsible for the 

architectural fine art adorning the Supreme Court of the United 

States, the collectible fine art within the building is cared for by 

the curator of the Supreme Court of the United States.

The AOC’s heritage asset management is guided by the Secretary 

of the Interior’s Standards and Guidelines for Treatment of 

Historic Properties and Cultural Landscapes and by the Code 

of Ethics and Guidelines for Practice of the American Institute 

for Conservation of Historic and Artistic Works. The collection 

of reference and library materials are guided by the National 

Archives and Records Administration preservation standards and 

the living botanical assets collection is guided by the standards 

for care of the American Alliance of Museums and Botanic 

Garden Conservation International. The AOC’s stewardship PP&E 

including estimated land acreage is described more fully in the 

Required Supplementary Information (RSI). Deferred maintenance 

and repairs are separately disclosed as RSI.

Historic Buildings and Structures

The AOC maintains multiple historic buildings and structures. 

These facilities include the U.S. Capitol Building, Russell Senate 

Office Building, Dirksen Senate Office Building, Hart Senate 

Office Building, Senate Underground Garage, Daniel Webster 

Page Residence, Cannon House Office Building, Longworth 

House Office Building, Rayburn House Office Building, East and 

West House Underground Garages, Ford House Office Building, 

Thomas Jefferson Building, John Adams Building and James 

Madison Memorial Building. They also include the U.S. Botanic 

Garden (USBG) Conservatory, USBG Administration Building, 

Capitol Power Plant Main Boiler Building, Capitol Power Plant East 

Refrigeration Plant, Capitol Power Plant Old Generator Building, 

the Supreme Court of the United States and Thurgood Marshall 

Federal Judiciary Building. All facilities are predominantly used 

in general government operations, and many are considered 

multiuse heritage assets. Multiuse heritage assets are reported at 

cost, depreciated over their estimated useful life and presented as 

General Property, Plant and Equipment, Net on the Balance Sheet. 

Historic buildings and structures are added or withdrawn through 

congressional action.

Stewardship Land and Cultural Landscapes

The AOC-administered stewardship land and cultural 

landscapes on the Capitol campus encompass lands of national 

and historical significance. In accordance with the AOC’s 

authorizing legislation, the land is held predominantly for 

conservation and preservation purposes. The AOC’s stewardship 

land includes the U.S. Capitol Grounds surrounding the U.S. 

Capitol Building. The U.S. Capitol Grounds are an accredited 

arboretum and listed in the Morton Register of Arboreta, a 

comprehensive list of arboreta and public gardens for the 

benefit of the public, science and conservation. The AOCadministered land also includes cultural landscapes such as 

the Senate Park, Senate office building sites and courtyards, 

House office building sites and courtyards, U.S. Botanic Garden, 

National Garden, Bartholdi Park, USBG Administration Building 

site, Union Square, Jefferson Building site, Adams Building site, 

Madison Building site, Supreme Court of the United States site 

and Marshall Building site, as well as the memorial trees planted 

on the U.S. Capitol Grounds to honor distinguished citizens, 

groups and national events. In general, units of stewardship 

land are added or withdrawn through congressional action. 

Memorial trees are added through congressional action or 

donation and withdrawn due to the tree dying or disease. 

An inventory of the memorial trees as of September 30, 2022, 

and 2021 follows:

DESCRIPTION 2021 ADDED WITHDRAWN OTHER ADJUSTMENTS 2022 CONDITION

Memorial Trees 152 9 (8) (2)* 151 Poor to Excellent

* In FY 2022, the master inventory was adjusted to remove a duplicate entry for a memorial tree that was approved in FY 2021 but was not planted until FY 2022. 

The inventory also was adjusted to account for a memorial tree that was removed in FY 2021 but not recorded until FY 2022.
ARCHITECT OF THE CAPITOL 107 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

SECTION 3 • FINANCIAL INFORMATION

Collectible Heritage Assets

The AOC is the steward of collectible heritage assets. In general, 

collectible heritage assets are added or withdrawn through 

congressional action. Living botanical assets are added by 

purchase, private or institutional donation, or collected from 

wild populations, and withdrawn due to plants dying or 

exhibiting disease, or a change in institutional need. Collectible 

heritage assets include:

Artwork: The AOC cares for artwork that is part of the Capitol 

campus. These include interior sculptures, fine art, decorative 

art, architectural fine art and architectural decorative art.

Architectural Features: The Capitol campus is graced with 

many unique architectural features. These include outdoor 

sculptures, monuments and landscape features and fixtures.

Reference and Library Materials: The AOC’s collections 

include art and reference files, art and reference library 

materials and archival records (both traditional and electronic). 

The traditional archival records include architectural and 

engineering drawings, manuscripts, paper records, small 

architectural models, photographs and conservation reports. 

The electronic archival records are heritage assets retained 

on electronic storage media including, but not limited to, 

architectural and engineering drawings and textual records.

Living Botanical Assets: The AOC accounts for the living 

botanical assets in the USBG collection. These include a 

variety of plants for exhibition, study and exchange with other 

institutions. An individual accession number might include 

multiple lots (divisions) and multiple individual plants at 

different locations. Additions and withdrawals are not measured 

by individual plants.

An inventory of the AOC’s collectible heritage assets as of 

September 30, 2022, and 2021 follows:

DESCRIPTION 2021 ADDED WITHDRAWN

OTHER 

ADJUSTMENTS 2022 CONDITION

Artwork 2,006 3 (2) — 2,007 Poor to 

Excellent

Architectural Features 202 — — — 202 Fair to 

Excellent

Reference and Library Materials:

Art and Reference Files (Drawers) 108 — — — 108 Good

Art and Reference Library Materials (Volumes) 1,240 — — — 1,240 Good

Traditional Archival Records 566,096 14,339 — — 580,435 Fair to 

Excellent

Electronic Archival Records (Megabytes [MB]) 17,577.70 274.40 — — 17,852.10 N/A

Living Botanical Assets (Accessions) 9,612 554 (846) (10)* 9,310 N/A

* Ten living botanical assets were duplicated in the FY 2021 inventory and were removed in the FY 2022 inventory.
ARCHITECT OF THE CAPITOL 108 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

SECTION 3 • FINANCIAL INFORMATION

NOTE 10:

ADVANCES, PREPAYMENTS, AND 

DEFERRED REVENUE

Advances, Prepayments, and Deferred Revenue consist of 

the unliquidated balance on advances and prepayments to 

and from other federal agencies for work to be performed 

under interagency and reimbursable agreements. In FY 

2022, Advances to Others and Prepayments – Other than 

Intragovernmental consist of employee travel advances 

associated with approved training. 

Dollars in Thousands

ASSETS 2022 2021

Intragovernmental

Advances to Others 

and Prepayments $ 4,799 $ 2,902

Total Intragovernmental $ 4,799 $ 2,902

Other than Intragovernmental:

Advances to Others 

and Prepayments $ 2 $ —

Total Other than 

Intragovernmental $ 2 $ —

Total $ 4,801 $ 2,902

Dollars in Thousands

LIABILITIES 2022 2021

Intragovernmental

Advances from Others $ 25,707 $ 26,521

Total Intragovernmental $ 25,707 $ 26,521

Total $ 25,707 $ 26,521

The increase in Advances to Others and Prepayments, Intragovernmental is attributed to additional advance payments to 

federal trading partners for the Cannon Renewal. The increase 

was partially offset by the liquidation of advance payments as 

services were rendered and costs were incurred primarily for 

the Power Plant Utility Studies and Energy project.

The decrease in Advances from Others is primarily due to the 

liquidation of advances received from other federal agencies 

as work was completed on various reimbursable construction 

projects mainly for the Thurgood Marshall Building and Library 

of Congress.

NOTE 11:

LIABILITIES NOT COVERED BY 

BUDGETARY RESOURCES

The Balance Sheet includes some liabilities not covered by 

current budgetary resources. Such liabilities require future 

Congressional action whereas liabilities covered by budgetary 

resources reflect prior congressional action. Regardless of 

when the congressional action occurs, when the liabilities are 

liquidated, Treasury will finance the liquidation in the same way 

that it finances all other disbursements, which is to borrow from 

the public if the Government has a budget deficit (and to use 

current receipts if the Government has a surplus). The AOC’s 

liabilities that do not require the use of budgetary resources 

are undeposited CVC Gift Shops sales (if applicable) and 

miscellaneous receipts that are to be forwarded to Treasury. 

The amount reported as “Other Liabilities” in the following table 

includes the financed portion of the cogeneration facility. While 

this amount is currently not covered by budgetary resources, 

the annual payment of principal and interest on the liability will 

be made from annual appropriations to the Capitol Power Plant 

(see Notes 1, 14, and 16). The Capital lease liability reported 

in the following table includes the principal due in future 

years only.

Workers’ Compensation is reported as required by FECA. It 

includes long-term, actuarially calculated unfunded liability 

(Actuarial unfunded worker’s compensation) and short term 

unfunded payable (Unfunded FECA Liability). The actuarial 

workers’ compensation liability is calculated using a model 

provided by the DOL. Estimated future costs have been 

actuarially determined and they are regarded as a liability to the 

public because neither the costs nor reimbursement have been 

recognized by DOL. The current (short term) portion of the FECA 

liability represents an annual accrued liability for billed costs 

and is reflected in the Other Liabilities, Intragovernmental line 

of the balance sheet.

Unfunded accrued annual leave represents the value 

of employees’ earned leave that they are entitled to 

upon separation and that will be funded by future years’ 

budgetary resources.
ARCHITECT OF THE CAPITOL 109 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

SECTION 3 • FINANCIAL INFORMATION

The breakdown of the Liabilities not Covered by Budgetary Resources as of September 30, 2022, and 2021, are as follows:

Dollars in Thousands

LIABILITIES 2022 2021

Intragovernmental

Unfunded FECA Liability (Note 14) $ 7,463 $ 7,790

Total Intragovernmental $ 7,463 $ 7,790

Federal Debt and Interest Payable (Note 12) $ 31,864 $ 45,610

Federal Employee and Veteran Benefits Payable:

Unfunded Accrued Annual Leave 17,260 19,296

Actuarial Unfunded Worker’s Compensation 48,110 49,322

Environmental and Disposal Liabilities (Note 13) 183,422 179,022

Other:

 Capital Lease Liability (Note 15) 2,670 3,461

Other Liabilities Without Related Budget Obligations (Note 14) 46,281 47,907

Total Liabilities Not Covered by Budgetary Resources $ 337,070 $ 352,408

Total Liabilities Covered by Budgetary Resources 142,672 99,763

Total Liabilities Not Requiring Budgetary Resources 54 7

Total Liabilities $ 479,796 $ 452,178

The decrease in the Unfunded FECA Liability is primarily due to lower FECA costs billed by the Department of Labor as a result of 

decreased claims submitted by AOC claimants. The decrease in unfunded accrued annual leave is a result of employees’ leave usage 

rising back to normal levels after reduced leave usage in FY 2021 due to continued restrictions related to the COVID-19 pandemic. 

Additionally, the number of employees decreased in FY 2022 compared to FY 2021, also contributing to the lower unfunded leave 

liability. The change in actuarial unfunded worker’s compensation is associated with a lower liability projection as per DOL’s FECA 

model and cost factors.

NOTE 12:

FEDERAL DEBT AND INTEREST PAYABLE 

The AOC is responsible for paying 30-year Serial Zero Coupon Certificates of Participation that were issued in 1989 for financing the 

construction of the Thurgood Marshall Building. The certificates were issued at $125.4 million with a maturity value of $525.5 million 

and are amortized using the effective interest rate of 9 percent (corresponding to the discount). Interest payable is accrued for the 

coupon certificates as well as the financed portion of the cogeneration facility.

The FY 2022 and FY 2021 ending balances shown in the charts below represent activities through September 30 for each respective 

year. The Borrowing (Repayments), Net reflects the current year activity for each respective fiscal year. 

The balance of debt and interest payable, as of September 30, 2022, and 2021, is as follows.

Dollars in Thousands

2021 2022

DEBT OWED TO OTHER THAN 

INTRAGOVERNMENTAL, BY TYPE BEGINNING BALANCE

BORROWING/

(REPAYMENTS), NET ENDING BALANCE

BORROWING/ 

(REPAYMENTS), NET ENDING BALANCE

Securities $ 68,920 $ (17,230) $ 51,690 $ (17,230) $ 34,460

Interest Payable 1,086 (108) 978 (120) 858 

Discount on Securities (400,123) — (400,123) — (400,123)

Less: Amortization of Discount 

on Securities

388,346 4,719 393,065 3,604 396,669 

Total $ 58,229 $ (12,619) $ 45,610 $ (13,746) $ 31,864
ARCHITECT OF THE CAPITOL 110 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

SECTION 3 • FINANCIAL INFORMATION

Various judiciary offices and personnel occupy the Thurgood 

Marshall Building under an Interagency Agreement between 

the AOC and the Administrative Office of the U.S. Courts. 

Payments commenced in 1994 and base rent will not change 

over the initial 30 years and is set at $17.2 million annually, which 

is the amount necessary to retire the debt in August, 2024. 

This certificate is not subject to prepayment or acceleration 

under any circumstance, pursuant to the language in the 

certificate agreement.

The net decrease is mainly attributed to the semi-annual bond 

payments made for the Thurgood Marshall Building along with 

the related accrued interest paid and bond amortizations. These 

bond payments are expected to occur each year until the bond 

is paid off.

NOTE 13:

ENVIRONMENTAL AND DISPOSAL LIABILITIES

The AOC also has responsibility to remediate certain sites 

with environmental contamination hazards related to 

ongoing operations. 

Environmental Cleanup Cost Liabilities Related to Asbestos Cleanup

The AOC is responsible for managing and/or abating friable 

and nonfriable asbestos-containing materials (ACM) in all 

Capitol complex buildings owned by the federal government. 

Pursuant to the FASAB Technical Bulletin 2006-1, Recognition 

and Measurement of Asbestos-related Cleanup Costs, the 

AOC recognizes a liability for cleanup costs that are both 

probable and reasonably estimable. This liability is founded 

on “per square and linear foot” cost indexes (based on current 

industry guidance for asbestos cleanup projects) which are 

then applied to recorded quantities of ACM to derive a total 

estimated liability.

Actual cleanup costs may differ from the recorded estimate due 

to additional cost factors that are, at this time, not reasonably 

estimable. For example, there may be an additional difficulty 

factor associated with AOC projects due to the unique working 

conditions on Capitol Hill. Additionally, containment (room 

or area) for asbestos abatement is a required work element 

that is not reasonably estimable at this time. Due to the 

uniqueness of individual project requirements, there is not 

enough information to determine the type of, and how much 

containment would be required. The AOC has determined that 

the reported estimated liability (see chart below) is the base 

cost without containment as containment requirements differ 

from project to project.

The AOC accrued an environmental liability of $183 million. The 

estimated liability range is $183 million on the lower end to $374 

million on the upper end, which includes markups assuming 

work is fully contracted out (See Note 16).

The AOC’s accrued and potential liabilities for environmental 

cleanup costs, as of September 30, 2022, and 2021, are 

as follows.

Dollars in Thousands

ENVIRONMENTAL AND DISPOSAL 

CLEANUP COST 2022 2021

Accrued Liabilities (Note 11 

and Note 16) $ 183,422 $ 179,022

The change in the liability is attributed to an increase in the 

rates used to calculate the liability during the current year as 

reflected in the RSMeans cost estimating guidance utilized by 

the AOC.

Fort George G. Meade, Maryland

In addition to the requirements of Technical Bulletin 2006-1, the 

AOC is subject to various federal, state and local environmental 

compliance and restoration laws. Applicable laws include 

the Clean Air Act, the Clean Water Act, the Solid Waste Disposal 

Act, the Safe Drinking Water Act and the Comprehensive 

Environmental Response, Compensation, and Liability Act 

(CERCLA).

Management’s review concluded that the AOC is not 

responsible for the clean-up and remediation of previous 

environmental contamination on the approximately 100 

acres of land at Fort George G. Meade, Maryland, which the 

U.S. Army transferred to the AOC. The Army is responsible for 

the environmental clean-up of any previous contamination 

under CERCLA. The AOC understands that the Army is actively 

monitoring existing contamination on the entire site, including 

the land transferred to the AOC, and is pursuing appropriate 

remediation of this contamination.
ARCHITECT OF THE CAPITOL 111 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

SECTION 3 • FINANCIAL INFORMATION

NOTE 14:

OTHER LIABILITIES

As of September 30, 2022 and 2021, other intragovernmental 

liabilities consist of undeposited CVC Gift Shops sales, 

miscellaneous receipts, and Unfunded FECA Liability. See Note 

4 for the description of undeposited CVC Gift Shops sales 

(Liability for Non-Fiduciary Deposit Funds and Undeposited 

Collections) and explanation of the increase in this line item. See 

Note 2 for the description of miscellaneous receipts (Liability for 

Non-Entity Assets Not Reported on the Statement of Custodial 

Activity) as well as the explanation of the increase in this line 

item, which include non-entity receipts that are to be forwarded 

to Treasury. See Note 11 for the description of the Unfunded 

FECA Liability and the associated explanation of the decrease 

in the liability. In FY 2022 and FY 2021, Other liabilities – Other 

than Intragovernmental consist of Contract Holdbacks, Accrued 

Funded Payroll, long term debt from the cogeneration financing 

(Other Liabilities Without Related Budgetary Obligations), and 

outstanding capital lease principal. In FY 2021, Other liabilities – 

Other than Intragovernmental also included accrued accounts 

payable (Other Liabilities with Related Budgetary Obligations).

Other Liabilities, as of September 30, 2022, and 2021, are as follows:

Dollars in Thousands

OTHER LIABILITES 2022 2021

Intragovernmental:

Liability for Non-Fiduciary 

Deposit Funds and 

Undeposited Collections $ 23 $ —

Liability for Non-Entity 

Assets Not Reported on 

the Statement of Custodial 

Activity 31 7

Unfunded FECA Liability 7,463 7,790

Total Intragovernmental $ 7,517 $ 7,797

Other than Intragovernmental:

Contract Holdbacks $ 21,191 $ 17,023 

Other Liabilities with Related 

Budgetary Obligations 39,061

Accrued Funded Payroll and 

Leave 16,676 15,334

Other Liabilities Without 

Related Budgetary Obligation 

(Current, Not Covered) 1,744 1,627

Other Liabilities without 

Related Budgetary 

Obligations 44,537 46,280

Capital Lease Liability 

(Current, Not Covered) 839 791

Capital Lease Liability 1,831 2,670

Total Other than 

Intragovernmental $ 86,818 $ 122,786

Total $ 94,335 $ 130,583

The change in contract holdbacks is primarily attributed to 

incremental retainage on progress payments for ongoing 

construction projects. These amounts are expected to be 

liquidated and released upon satisfactory completion of 

associated projects. AOC reclassified its accrued accounts 

payable (Other Liabilities with Related Budgetary Obligations) 

from Other Liabilities to Accounts Payable. The large offsetting 

fluctuations in the Other Liabilities and Accounts Payable lines 

on the balance sheet are attributed to the reclassification in the 

current year (see Note 1B). In addition, the change in accrued 

Funded Payroll and Leave reflects the increased accrual due 

to the pay calendar having one additional day in the current 

accrual period.
ARCHITECT OF THE CAPITOL 112 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

SECTION 3 • FINANCIAL INFORMATION

NOTE 15:

LEASES

As of September 30, 2022, the AOC is committed to various 

non-cancelable leases primarily covering administrative office 

space and storage facilities. Many of these leases contain 

escalation clauses tied to inflationary and tax increases, and 

renewal options.

Operating Leases

The AOC has entered into various operating lease agreements 

for commercial space. These lease agreements are held with 

various entities including the General Services Administration 

(GSA), Government Publishing Office (GPO) and other 

commercial vendors and expire on various dates between FY 

2023 and FY 2027. 

As of September 30, 2022, the aggregate of future payments 

due under noncancelable federal and nonfederal operating 

leases and occupancy agreements are as follows:

Dollars in Thousands 

REAL PROPERTY

FISCAL YEAR FEDERAL

NONFEDERAL TOTAL

2023 $ 6,885 $ 11,511 $ 18,396 

2024 3,171 7,897 11,068 

2025 — 4,986 4,986 

2026 — 3,256 3,256 

2027 — 1,152 1,152

Thereafter — — —

Total Future Leases $ 10,056 $ 28,802 $ 38,858 

Capital Leases 

The balance of Assets classified as Capital Leases, as of 

September 30, 2022, and 2021, is as follows:

Dollars in Thousands

SUMMARY OF ASSETS UNDER 

CAPITAL LEASE 2022 2021

Land and Buildings $ 40,143 $ 40,143 

Accumulated Amortization (38,257) (37,647)

Total Capital Leases $ 1,886 $ 2,496

Capital leases have initial or remaining non-cancelable 

lease terms in excess of one year. The capital lease liability is 

amortized over the term of the lease. At the end of the current 

reporting period, the AOC had one nonfederal capital lease for 

the Senate Sergeant at Arms Warehouse building in Landover, 

Maryland. This lease is active through FY 2025. 

As of September 30, 2022, and 2021, the present value of the 

future minimum lease payments is as follows:

At September 30, 2022, Dollars in Thousands

FISCAL YEAR TOTAL

2023 $ 947 

2024 956 

2025 966 

Thereafter —

Total Minimum Future Lease Payment $ 2,869

Less: Imputed Interest (199)

Net Capital Lease Liability $ 2,670 

Capital Lease Liabilities Covered by Budgetary 

Resources $ —

Capital Lease Liabilities Not Covered by 

Budgetary Resources $ 2,670

At September 30, 2021, Dollars in Thousands

FISCAL YEAR TOTAL

2022 $ 938

2023 947 

2024 956

2025 966 

2026 —

Thereafter —

Total Minimum Future Lease Payment $ 3,807

Less: Imputed Interest (346)

Total Capital Lease Liability $ 3,461

Capital Lease Liabilities Covered by Budgetary 

Resource $ —

Capital Lease Liabilities Not Covered by 

Budgetary Resources $ 3,461
ARCHITECT OF THE CAPITOL 113 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

SECTION 3 • FINANCIAL INFORMATION

NOTE 16:

COMMITMENTS AND CONTINGENCIES

The AOC is party to various administrative proceedings, legal 

actions, and tort claims which may result in settlements or 

decisions adverse to the federal government. Additionally, the 

AOC has contractual agreements with various energy service 

providers which may require future financial obligations.

The AOC’s accrued and potential liabilities for contingent 

and environmental cleanup costs, as of September 30, 2022, 

and 2021, are shown in the following table. See Note 13 for 

an explanation of the increase in the Environmental Cleanup 

Cost Liabilities.

At September 30, 2022, Dollars in Thousands

CONTINGENT LOSS

ACCRUED 

LIABILITIES

ESTIMATED RANGE OF LOSS

LOWER END UPPER END

Legal Contingencies:

Reasonably Possible $ — $ — $ 7,400

Environmental 

Contingencies:

Probable (Note 13) $ 183,422 $ 183,422 $ 374,304

At September 30, 2021, Dollars in Thousands

CONTINGENT LOSS

ACCRUED 

LIABILITIES

ESTIMATED RANGE OF LOSS

LOWER END UPPER END

Legal Contingencies:

Reasonably Possible $ — $ — $ 3,500

Environmental 

Contingencies:

Probable (Note 13) $ 179,022 $ 179,022 $ 348,501

Legal Liabilities

General contingent liabilities consist of claims filed against the 

AOC that are awaiting adjudication. These liabilities typically 

relate to contracts, labor and equal employment opportunity 

issues, and personal and property damage. 

For the purpose of estimating contingent liabilities for the 

financial statements, the AOC conducted a review of existing 

claims for which the likelihood of loss to the AOC is probable. 

Additionally, management and the AOC’s General Counsel 

evaluated the materiality of cases determined to have a 

reasonably possible chance of an adverse outcome. Liabilities 

are recognized herein for those cases that are determined 

to meet management’s materiality threshold (see Note 1.N). 

No amounts are accrued in the financial records for claims 

where the estimated amount of potential loss is less than $100 

thousand or where the likelihood of an unfavorable outcome is 

less than probable. During the current and prior year reporting 

period there were no reported cases that met this criterion. 

Additionally, management and the AOC’s General Counsel 

evaluated the materiality of cases determined to have a 

reasonably possible (less than probable but more than remote) 

chance of an adverse outcome. The ultimate outcomes in 

these matters cannot be predicted at this time; however, the 

lower and upper-level estimate of these cases are shown in the 

chart above. Sufficient information is not currently available to 

determine if the ultimate resolution of the proceedings, actions, 

and claims will materially affect AOC’s financial position or 

results of operations. Based on the less than probable nature 

of these claims, an accounting entry for the estimate was not 

posted and there is no impact on the financial statements. 

Future Funded Energy Contracts 

The use of energy contracts by federal agencies was permitted 

by the Energy Policy Act of 1992 and, after a renewal in 2005, 

was permanently reauthorized by the Energy Independence and 

Security Act of 2007. These contracts provide federal agencies 

with the ability to implement energy and water savings 

upgrades at little to no upfront cost to the government. The 

contracts take the form of fixed-price, performance-based 

arrangements. An energy service company finances the cost of 

implementing the energy savings infrastructure and, in return, 

receives a contractually determined share of the cost savings 

over time. As part of the agreement, the energy company 

guarantees that the improvements will generate sufficient 

energy savings to pay for the projects over the life of the 

arrangement. Once the contract period ends, the agency retains 

all subsequent cost savings. 

With the approval of Congress, the AOC has partnered with 

private energy service companies for utility energy service 

contracts (UESC) to help finance the design-build of its 

cogeneration system at the Capitol Power Plant and implement 

separate energy savings performance contracts (ESPC) in the 

Capitol Building, House Office Buildings, Senate Office Buildings 

and Library Buildings and Grounds jurisdictions. The ESPCs have 

helped the AOC implement energy savings measures by:

 Converting from pneumatic to direct digital heating, 

ventilation and air conditioning (HVAC) control and 

upgrading building automation systems

 Retrofitting existing light fixtures with high-efficiency 

lamps, ballasts, controls and reflectors; installing lightemitting diode (LED) lighting and expanding the lighting 

control rooms

 Upgrading transformers to high-efficiency models

 Adding removable insulation covers to reduce heat loss from 

steam valves

 Replacing failing and defective steam traps and valves to 

eliminate steam loss and waste
ARCHITECT OF THE CAPITOL 114 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

SECTION 3 • FINANCIAL INFORMATION

 Installing new motion/occupancy sensors in areas with 

infrequent and low occupancy levels

 Installing water conservation and fixture upgrades

As of September 30, 2022, the AOC has four active ESPCs and 

one active UESC arrangement. All construction related to ESPCs 

in the Capitol Building, House Office Buildings and Senate Office 

Buildings jurisdictions, and the UESC in the Capitol Power Plant, 

is complete and these contracts have transitioned to their 

performance phase. The construction activities for the last of 

these contracts, the ESPC for the Library Buildings and Grounds 

jurisdiction, was substantially concluded in FY 2022 

(contract close out and other administrative tasks remain to be 

completed in FY 2023). The scheduled final payments for the 

contracts range from FY 2023 to FY 2037. The calculation of the 

period of performance is largely dependent on the amount 

of the predicted annual costs savings and the overall value of 

the projects.

The AOC is liable for the full funding of its cogeneration facility, 

as follows:

Dollarsin Thousands

PROJECT COST TOTAL

Construction Costs

Appropriations $ 20,000 

Long Term Financing 67,285 

Total Construction Costs $ 87,285 

Interest On Financing 25,432 

Total Costs Over the Life of the Asset $ 112,717

The AOC will pay off the total amount of government contract 

payments (including interest) in 20 annual installments 

ranging from $3 million to $5 million each year (and subject to 

prepayment penalties). Total payments over the term, including 

interest and prepayments, will be approximately $93 million. 

The AOC expects that these payments will be completed by 

May 2037 from available annual appropriations to the Capitol 

Power Plant.

NOTE 17:

IMPUTED FINANCING

Consistent with SFFAS No. 4, the AOC incorporates the full cost 

of goods and services received from other federal entities in its 

financial statements. Certain costs of the providing entity may 

not be fully reimbursed by the AOC. The unreimbursed portion 

of these costs is recognized as imputed costs and are included 

in the operating amounts reported on the SNC. The imputed 

costs are offset by imputed financing sources and are reported 

on the face of the Statement of Changes in Net Position (SCNP). 

Such imputed costs and financing sources include campus-wide 

capital infrastructure projects performed by another federal 

agency and Treasury Judgment Fund or Office of Congressional 

Workplace Rights (OCWR) Settlement and Award Fund 

payments, as applicable. 

The AOC has activities with OPM that also require imputed costs 

and financing sources to be recognized. The OPM administers 

three earned benefit programs for civilian federal employees: 

the Federal Employees Health Benefits (FEHB) Program, the 

Federal Employee Group Life Insurance (FEGLI) Program, and 

the CSRS, CSRS Offset, and FERS Retirement Programs. AOC uses 

the applicable cost factors provided by OPM for current period 

expense reporting. The imputed costs and financing sources 

consist of the benefits for AOC employees that are paid on its 

behalf by OPM.

CSRS: According to PL 99-335, all employees hired prior to 

January 1, 1987, could elect CSRS or CSRS Offset. The CSRS 

provides a basic annuity and Medicare coverage. The CSRS 

fund covers most employees hired prior to January 1, 1984. 

The AOC and the employee contribute to Medicare at the rate 

prescribed by law. The AOC does not match TSP contributions 

for employees who participate in the CSRS retirement program.

CSRS Offset: CSRS Offset generally covers those employees 

who have had a break in their CSRS service of more than one 

and less than five years by the end of 1986. The AOC and 

the employee contribute to Social Security and Medicare at 

the rates prescribed by law. The AOC does not match TSP 

contributions for employees who participate in the CSRS Offset 

retirement program.

FERS: According to PL 99-335, employees with less than five 

years of creditable civilian service, as of the effective date in 

1986, were automatically converted to FERS. In addition, during 

certain periods in 1987, 1988 and 1998, employees hired before 

January 1, 1984, could choose to participate in FERS. This system 

consists of Social Security, a basic annuity plan and the TSP.

The AOC and the employee contribute to Social Security and 

Medicare at rates prescribed by law. In addition, AOC is required 

to contribute to the TSP a minimum of 1 percent per year of the 
ARCHITECT OF THE CAPITOL 115 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

SECTION 3 • FINANCIAL INFORMATION

basic pay of employees covered by this system. The AOC also 

matches a voluntary employee contribution up to 3 percent 

dollar-for-dollar, and another 2 percent is matched 50 cents on 

the dollar.

Imputed Financing for the periods ended September 30, 2022, 

and 2021, is as follows:

Dollars in Thousands

IMPUTED FINANCING, BY TYPE 2022 2021

Pensions

CSRS $ 193 $ 422

CSRS Offset 423 480

FERS 57,183 52,106

Less: Contributions (50,478) (47,303)

Subtotal: Employee Pensions $ 7,321 $ 5,705

Health Insurance $ 17,193 $ 16,818

Life Insurance 41 40

Subtotal: All Employee 

Benefits $ 24,555 $ 22,563

Other Agency — Campus 

Infrastructure $ 2,336 $ 3,940

Department of Justice — 

Treasury Judgement Fund 35 19

OCWR — Settlement and 

Awards Fund 44 30

Reversal of Imputed OCWR 

Payments (15) (70)

Total $ 26,955 $ 26,482

In FY 2022, the change in imputed financing costs for employee 

benefits is primarily due to FEHB and pensions (FERS). The FERS 

increase is due to higher annual basic pay and an increase in 

OPM cost factors. FEHB enrollment figures have historically 

fluctuated based on employee enrollment. Additionally, 

the reversal of imputed OCWR payments is due to AOC’s 

reimbursement to OCWR. 

NOTE 18:

NET COST OF OPERATIONS RELATED 

TO PAYROLL

Expenses for salaries and related benefits for the periods ended 

September 30, 2022, and 2021, are shown in the following 

table. These amounts were approximately 44 and 40 percent 

of the annual gross cost of operations for each respective fiscal 

year. This includes actual payroll and benefit expenses as well 

as other accrued expenses. Benefit expenses represent FECA 

(current year payment), Unemployment Compensation for 

Federal Employees (UCFE), and imputed costs paid by OPM. 

Other Accrued Expenses consist of payroll and benefit related 

accruals. Those costs do not include the unfunded accrued 

annual leave and long term actuarial FECA. 

Net Cost of Operations Related to Payroll for the periods ended 

September 30, 2022, and 2021, is as follows:

Dollars in Thousands

EXPENSES FOR PAYROLL AND 

RELATED BENEFITS 2022 2021

Payroll Expense $ 314,766 $ 308,505

Benefit Expenses

FECA and UCFE 3,803 4,263 

Imputed Costs (Note 17) 24,555 22,563 

Other Accrued Expenses

Current Year Accrued 

Expenses 20,092 18,529 

Reversal of Prior Year Accrued 

Expenses (19,076) (18,127)

Total Expenses for Payroll & 

Related Benefits $ 344,140 $ 335,733 

Total Gross Cost $ 788,789 $ 832,586

Payroll related expenses to 

Gross Costs (%) 44% 40%

The increase in payroll expenses is due to higher cost of benefits 

per OPM and also reflects FY 2022 pay increases.

NOTE 19:

RECONCILIATION OF SCNP APPROPRIATIONS 

TO SBR

Amounts reported as Appropriations Received on the 

SCNP consist of funds congressionally appropriated to the 

agency within the current fiscal year. Amounts reported as 

Appropriations on the SBR consist of appropriations received 

and other new budget authority. 

The reconciliation for the periods ended September 30, 2022, 

and 2021 is as follows:

Dollars in Thousands 

RECONCILIATION OF SCNP 

APPROPRIATIONS TO SBR 2022 2021

SCNP

Appropriations Received $ 788,330 $ 1,007,560

Total SCNP Appropriations $ 788,330 $ 1,007,560

SBR

Trust or Special Fund Receipts $ 17 $ 10

Total SBR Appropriations $ 788,347 $ 1,007,570
ARCHITECT OF THE CAPITOL 116 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

SECTION 3 • FINANCIAL INFORMATION

The decrease in appropriations received reflects the 

supplemental appropriation received in Q4 FY 2021 for funding 

AOC’s response to the events at the States Capitol on January 6, 

2021. No such amount was received in FY 2022. The increase in 

Trust or Special Fund Receipts is due to increased special fund 

receipts from commercial photography permits issued for Union 

Square as COVID-19 restrictions have eased.

NOTE 20:

STATEMENT OF BUDGETARY RESOURCES — 

UNOBLIGATED BALANCE BROUGHT 

FORWARD, OCTOBER 1

There were no material adjustments during the current year to 

correct the unobligated balance brought forward, October 1. 

Components of the amount reported as “Unobligated Balance 

from Prior Year Budget Authority, net” are disclosed in the 

following table:

Dollars in Thousands

NET ADJUSTMENTS TO 

UNOBLIGATED BAL ANCE 

BROUGHT FORWARD, OCTOBER 1 2022 2021

Unobligated Balance Brought 

Forward, October 1 $ 814,080 $ 472,307

Net Adjustments

Cancelled Authority (3,025) (2,932)

Downward Adj PY Unpaid 

Unexpended Obligations 16,967 18,976

Downward Adj PY Unpaid 

Expended Authority 15,349 14,424 

Downward Adj PY Paid 

Expended Authority (Refunds 

Collected) 5,838 5,114

Total Net Adjustments $ 35,129 $ 35,582

Unobligated Balance from 

Prior Year Budget Authority, 

Net $ 849,209 $ 507,889

NOTE 21:

UNDELIVERED ORDERS AT THE END OF 

THE PERIOD

In accordance with OMB Circular A-136, Financial Reporting 

Requirements, the amount of budgetary resources obligated 

but not delivered must be disclosed separately. Amounts 

obligated comprise contracts with vendors for acquisitions of 

goods and services including contractual support, constructions 

projects, and CVC inventory purchases. 

Undelivered Orders for the periods ended September 30, 2022, 

and 2021, are as follows:

Dollars in Thousands

UNDELIVERED ORDERS 2022 2021

Paid

Federal $ 4,799 $ 2,902

Non-Federal 2 —

Total Paid $ 4,801 $ 2,902

Unpaid

Federal $ 293,445 $ 19,400

Non-Federal 401,779 337,765

Total Unpaid $ 695,224 $ 357,165

See Note 10, Advances and Prepayments, for the explanation 

of the increase in the Paid Undelivered Orders balance. The 

significant increase in the Federal Unpaid Undelivered Orders 

balance is primarily related to a new construction project 

executed with the Army Corps of Engineers. 
ARCHITECT OF THE CAPITOL 117 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

SECTION 3 • FINANCIAL INFORMATION

NOTE 22:

EXPLANATION OF DIFFERENCES BETWEEN 

THE COMBINED STATEMENT OF BUDGETARY 

RESOURCES AND THE BUDGET OF THE 

UNITED STATES GOVERNMENT

The FY 2023 Budget of the United States Government 

(President’s Budget) presenting the actual amounts for the year 

ended September 30, 2021, was published in March 2022. The 

FY 2023 President’s Budget is reconciled to AOC’s September 

2021 SBR to identify differences. The AOC’s budget can be found 

on the OMB website (www.whitehouse.gov/omb/budget/) 

under legislative branch. 

The President’s Budget reconciliation to the SBR is as follows:

Dollars in Thousands

RECONCILIATION 

OF SBR TO 

BUDGET FY 2021

BUDGETARY 

RESOURCES

NEW 

OBLIGATIONS 

AND UPWARD 

ADJUSTMENTS NET OUTLAYS

Combined 

Statement of 

Budgetary 

Resources (SBR)

$ 1,561,879 $ 747,799 $ 766,384

Items on SBR — 

Not on Budget:

Expired 

Funds (50,772) — —

Other (6,107) (799) 1,616 

Budget of the 

United States 

Government $ 1,505,000 $ 747,000 $ 768,000

The “Other” difference between the FY 2021 comparative 

amounts presented on the SBR and the actual amounts 

published in the FY 2023 President’s Budget are due to 

amounts that are presented on the SBR but not included in the 

President’s Budget (e.g., Senate Restaurant) as well as rounding 

differences and other adjustments.

NOTE 23:

RECONCILIATION OF NET COST TO 

NET OUTLAYS

Per SFFAS No. 7, FASAB “requires a reconciliation of proprietary 

and budgetary information in a way that helps users relate 

the two.” The objective is to provide an explanation for the 

differences between budgetary and financial (proprietary) 

accounting and is accomplished by reconciling budgetary 

outlays with related net cost of operations. Statements of 

Federal Financial Accounting Concepts No. 2, Entity and Display, 

as amended by SFFAS No. 53, Budget and Accrual Reconciliation 

(BAR), provides concepts for reconciling budgetary and financial 

accounting. The AOC has adopted the requirement to present 

this reconciliation in the format prescribed by SFFAS No. 53. 

Budgetary accounting information is used for planning and 

control purposes and relates to both the receipt and use 

of cash, as well as reporting the federal deficit. Financial 

accounting information is intended to provide a picture of the 

government’s financial operations and financial position on 

an accrual basis. The accrual basis includes information about 

costs arising from the consumption of assets and the incurrence 

of liabilities. The reconciliation of net outlays, presented on a 

budgetary basis, and the net cost, presented on an accrual basis, 

provides an explanation of the relationship between budgetary 

and financial accounting information. The reconciliation serves 

not only to identify costs paid for in the past and those that 

will be paid in the future, but also to assure integrity between 

budgetary and financial accounting.
ARCHITECT OF THE CAPITOL 118 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

SECTION 3 • FINANCIAL INFORMATION

At September 30, 2022, Dollars in Thousands

RECONCILIATION OF NET OPERATING COST AND NET BUDGETARY OUTLAYS INTRAGOVERNMENTAL

OTHER THAN 

INTRAGOVERNMENTAL TOTAL

Net Operating Cost $(16,461) $ 721,573 $ 705,112

Components of Net Operating Cost Not Part of the Budgetary Outlays

Property, Plant and Equipment Depreciation Expense — (149,529) (149,529)

Property, Plant and Equipment Disposals and Reevaluation — (4) (4)

Cost of Goods Sold — (841) (841)

Increase/(Decrease) in Assets:

Accounts Receivable, Net 4 (28) (24)

Securities and Investments 74 — 74

Other Assets — 1,921 1,921

(Increase)/Decrease in Liabilities:

Accounts Payable/Other Liabilities (2,919) (37,267) (40,186)

Environmental and Disposal Liabilities — (4,400) (4,400)

Federal Employee and Veteran Benefits Payable — 3,247 3,247

Federal Debt and Interest Payable — 22 22

Financing Sources:

Imputed Cost (26,955) — (26,955)

Total Components of Net Operating Cost Not Part of the Budget Outlays $ (29,796) $ (186,879) $ (216,675)

Components of the Budget Outlays That Are Not Part of 

Net Operating Cost 

Acquisition of Capital Assets — 250,540 250,540

Acquisition of Inventory — 257 257

Financing Sources:

Transfers Out(In) Without Reimbursements — (1,135) (1,135)

Total Components of the Budgetary Outlays That Are Not Part of Net 

Operating Cost

$ — $ 249,662 $ 249,662

Misc. Items

Custodial/Non-Exchange Revenue — (51) (51)

Appropriated Receipts for Trust/Special Funds — 17 17

Total Other Reconciling Items $ — $ (34) $ (34)

Net Outlays (Calculated Total) $ (46,257) $ 784,322 $ 738,065

Budgetary Agency Outlays, Net

Budgetary Agency Outlays, Net $ 738,065

The reconciliation for the years ended September 30, 2022 and 2021 are as follows:
ARCHITECT OF THE CAPITOL 119 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

SECTION 3 • FINANCIAL INFORMATION

At September 30, 2021, Dollars in Thousands

RECONCILIATION OF NET OPERATING COST AND NET BUDGETARY OUTLAYS INTRAGOVERNMENTAL

OTHER THAN 

INTRAGOVERNMENTAL TOTAL

Net Operating Cost $ (23,745) $ 779,433 $ 755,688

Components of Net Operating Cost Not Part of the Budgetary Outlays

Property, Plant and Equipment Depreciation Expense — (138,501) (138,501)

Property, Plant and Equipment Disposals and Reevaluation — (6,105) (6,105)

Cost of Goods Sold — (81) (81)

Gains/Losses on All Other Investments — 2 2

Increase/(Decrease) in Assets:

Accounts Receivable, Net 34 (78) (44)

Securities and Investments (46) — (46)

Other Assets — 2,688 2,688

(Increase)/Decrease in Liabilities:

Accounts Payable (9) 20,774 20,765

Environmental and Disposal Liabilities — (99,960) (99,960)

Federal Employee and Veteran Benefits Payable — 1,661 1,661

Federal Debt and Interest Payable — 19 19

Other Liabilities — 16,471 16,471

Financing Sources:

Imputed Cost (26,482) — (26,482)

Total Components of Net Operating Cost Not Part of the Budget Outlays $ (26,503) $ (203,110) $ (229,613)

Components of the Budget Outlays That Are Not Part of 

Net Operating Cost

Acquisition of Capital Assets — 242,902 242,902

Acquisition of Inventory — 246 246

Transfers Out(In) Without Reimbursements — (2,847) (2,847)

Total Components of the Budgetary Outlays That Are Not Part of Net 

Operating Cost

$ — $ 240,301 $ 240,301

Custodial/Non-Exchange Revenue — (2) (2)

Appropriated Receipts for Trust/Special Funds — 10 10

Total Other Reconciling Items $ — $ 8 $ 8

Net Outlays (Calculated Total) $ (50,248) $ 816,632 $ 766,384

Budgetary Agency Outlays, Net

Budgetary Agency Outlays, Net $ 766,384

Components of Net Operating Cost Not a Part of the Budgetary Outlays reflects the budgetary resources used to finance the AOC’s 

activities, but not paid. The Net Operating Cost is reported net of any earned revenue and other financing sources (e.g., donated 

property or imputed costs). Components of the Budgetary Outlays Not Part of the Net Operating Cost includes resources used to 

finance the activities of the entity to account for items that were included in budgetary outlays but were not part of the SNC. This 

item includes budgetary outlays recognized in the current period that do not affect the net cost of operations (e.g., an acquisition of 

assets reflected in net obligations but not in SNC). The Reconciliation of Net Cost to Net Outlays explains the relationship between the 

entity’s net outlays on a budgetary basis and the net cost of operations during the reporting period.
ARCHITECT OF THE CAPITOL 120 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

SECTION 3 • FINANCIAL INFORMATION

NOTE 24:

COVID-19 ACTIVITY

During FY 2020, the AOC received supplemental appropriations totaling $25 million as part of the CARES Act. Supplemental 

CARES Act funding provided additional cleaning supplies and services, COVID-19-related overtime, temporary employee hires and 

authorized payments to AOC service contractors made in accordance with Section 19005(a) of the CARES Act. Additionally, and in 

accordance with the AOC’s general transfer authority under 2 U.S.C. § 1862 and 31 U.S.C. § 1532, the AOC received approval from 

the Senate Appropriations Committee to transfer up to $2 million from other appropriations to the CCO account (see Note 1.G). This 

transfer was requested to allow the AOC to continue funding contractor reimbursements pursuant to Section 3610 of the CARES Act. 

As a result, AOC transferred $1 million in FY 2020 and FY 2021 respectively. 

In FY 2021, P.L. 117-31 provided Emergency Supplemental Appropriation for approximately $22 million to the AOC to cover necessary 

expenses to “prevent, prepare for, and respond to coronavirus”. As authorized by this P.L., approximately $9.4 million was transferred 

to other appropriations in FY 2022 to restore funds that were used for the COVID-19 response.

The following tables depicts available funding and spending by program activity. 

Dollars in Thousands

EMERGENC Y SUPPLEMENTAL APPROPRIATION 2022 2021

Budgetary Resources:

Unobligated (and Unexpired) Balance Carried Forward from PY $ 19,432 $ —

New Budget Authority (+) — 21,869

Rescissions(-)/Other Changes(+/-) to Budgetary Resources (9,354) —

Budgetary Resources Obligated (-)

Service Contracts (2,279) (200)

Other Contracts (7,799) (2,237)

Total Budgetary Resources Obligated (-) (10,078) (2,437)

Budgetary Resources: Ending Unobligated (and Unexpired) 

Balance to be Carried Forward $ — $ 19,432

Outlays

Service Contracts 1,904 —

Other Contracts 9,617 —

Total Outlays, Net $ 11,521 $ —
ARCHITECT OF THE CAPITOL 121 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

SECTION 3 • FINANCIAL INFORMATION

Dollars in Thousands

CARES ACT 2022 2021

Budgetary Resources:

Unobligated (and Unexpired) Balance Carried Forward from PY $ — $ 2,689

New Budget Authority (+) — —

Rescissions(-)/Other Changes(+/-) to Budgetary Resources — 1,000

Budgetary Resources Obligated (-)

Supplies and Services — (1,425)

Payroll — (1)

Contract Payments — (1,604)

Projects — (658)

Total Budgetary Resources Obligated (-) — (3,688)

Budgetary Resources: Ending Unobligated (and Unexpired) 

Balance to be Carried Forward $ — $ 1

Outlays

Supplies and Services 880 3,837

Payroll — 1

Contract Payments 182 1,985

Projects — 658

Total Outlays, Net $ 1,062 $ 6,481

The comparative presentation of the COVID-19 Activity Note has been revised to conform with the FY 2022 presentation prescribed by 

OMB A-136.

Additional footnotes discussing COVID-19 related impacts are Note 4: Cash and Other Monetary Assets; Note 5: Investments; Note 7: 

Inventory; Note 11: Liabilities Not Covered by Budgetary Resources; and Note 19: Reconciliation of SCNP Appropriations to SBR.
ARCHITECT OF THE CAPITOL 122 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

SECTION 3 • FINANCIAL INFORMATION

Required Supplementary Information (Unaudited)

A: Combining Schedule of Budgetary Resources

TOTAL 

C APITAL 

CONSTRUC TION 

AND 

OPER ATIONS 

C APITOL 

BUILDING 

C APITOL 

GROUNDS AND 

ARBORETUM 

For the Year Ending September 30, 2022:

Budgetary Resources

Unobligated Balances from Prior Year Budget Authority, Net (Note 20) $ 849,209 $ 23,971 $ 41,123 $ 19,939 

Appropriations (Note 19) 788,347 139,117 42,579 15,254 

Borrowing Authority 3,507 — — — 

Spending Authority From Offsetting Collections 68,492 769 396 — 

Total Budgetary Resources $ 1,709,555 $ 163,857 $ 84,098 $ 35,193 

Status of Budgetary Resources

New Obligations and Upward Adjustments (Total) $ 1,242,031 $ 150,938 $ 46,370 $ 16,687 

Unobligated Balance, End of Year:

Exempt from Apportionment, Unexpired Accounts 435,852 6,570 37,239 17,482 

Unexpired Unobligated Balance, End of Year 435,852 6,570 37,239 17,482 

Expired Unobligated Balance, End of Year (Note 3) 31,672 6,349 489 1,024 

Unobligated Balance, End of Year (Total) 467,524 12,919 37,728 18,506 

Total Budgetary Resources $ 1,709,555 $ 163,857 $ 84,098 $ 35,193 

Outlays, Net

Outlays, Net (Total) (Discretionary and Mandatory) 738,065 138,028 46,937 15,922 

Agency Outlays, Net (Note 23) $ 738,065 $ 138,028 $ 46,937 $ 15,922 

For the Year Ending September 30, 2021:

Budgetary Resources

Unobligated Balances from Prior Year Budget Authority, Net (Note 20) $ 507,889 $ 19,126 $ 59,963 $ 16,381 

Appropriations (Note 19) 1,007,570 149,331 34,719 20,570 

Borrowing Authority 4,630 — — — 

Spending Authority From Offsetting Collections 41,790 767 463 — 

Total Budgetary Resources $ 1,561,879 $ 169,224 $ 95,145 $ 36,951 

Status of Budgetary Resources

New Obligations and Upward Adjustments (Total) $ 747,799 $ 142,206 $ 56,603 $ 17,837 

Unobligated Balance, End of Year:

Exempt from Apportionment, Unexpired Accounts 786,717 21,727 38,140 18,288 

Unexpired Unobligated Balance, End of Year 786,717 21,727 38,140 18,288 

Expired Unobligated Balance, End of Year (Note 3) 27,363 5,291 402 826 

Unobligated Balance, End of Year (Total) 814,080 27,018 38,542 19,114 

Total Budgetary Resources $ 1,561,879 $ 169,224 $ 95,145 $ 36,951 

Outlays, Net

Outlays, Net (Total) (Discretionary and Mandatory) 766,384 128,380 42,769 14,645 

Agency Outlays, Net (Note 23) $ 766,384 $ 128,380 $ 42,769 $ 14,645 
ARCHITECT OF THE CAPITOL 123 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

SECTION 3 • FINANCIAL INFORMATION

C APITOL POLICE 

BUILDINGS, 

GROUNDS AND 

SECURIT Y 

C APITOL POWER 

PL ANT 

HOUSE OFFICE 

BUILIDINGS 

LIBR ARY 

BULDINGS AND 

GROUNDS 

SENATE OFFICE 

BUILDINGS 

SUPREME COURT 

BUILDING AND 

GROUNDS 

U.S. BOTANIC 

GARDEN 

U.S. C APITOL 

VISITOR CENTER 

$ 390,650 $ 42,566 $ 147,301 $ 74,975 $ 55,212 $ 27,591 $ 18,076 $ 7,805 

62,389 114,598 203,423 64,544 81,977 14,434 24,463 25,569 

— — — — — 3,507 — — 

2,510 9,567 9,072 2,268 3,789 38,420 — 1,701 

$ 455,549 $ 166,731 $ 359,796 $ 141,787 $ 140,978 $ 83,952 $ 42,539 $ 35,075 

$ 332,090 $ 129,295 $ 289,332 $ 78,186 $ 102,363 $ 50,380 $ 18,190 $ 28,200 

120,683 24,173 67,372 62,362 37,591 33,572 22,392 6,416 

120,683 24,173 67,372 62,362 37,591 33,572 22,392 6,416 

2,776 13,263 3,092 1,239 1,024 — 1,957 459 

123,459 37,436 70,464 63,601 38,615 33,572 24,349 6,875 

$ 455,549 $ 166,731 $ 359,796 $ 141,787 $ 140,978 $ 83,952 $ 42,539 $ 35,075 

39,492 114,973 193,417 58,152 101,935 (13,055) 16,090 26,174 

$ 39,492 $ 114,973 $ 193,417 $ 58,152 $ 101,935 $ (13,055) $ 16,090 $ 26,174 

$ 65,430 $ 50,777 $ 115,340 $ 75,668 $ 52,973 $ 31,803 $ 11,907 $ 8,521 

385,993 97,761 129,780 43,446 89,615 10,618 20,986 24,751 

— — — — — 4,630 — 

300 9,035 9,001 3,136 30 18,847 — 211 

$ 451,723 $ 157,573 $ 254,121 $ 122,250 $ 142,618 $ 65,898 $ 32,893 $ 33,483 

$ 60,567 $ 119,236 $ 120,232 $ 49,656 $ 98,577 $ 40,543 $ 15,348 $ 26,994 

389,425 26,150 130,849 71,654 42,014 25,355 17,115 6,000 

389,425 26,150 130,849 71,654 42,014 25,355 17,115 6,000 

1,731 12,187 3,040 940 2,027 — 430 489 

391,156 38,337 133,889 72,594 44,041 25,355 17,545 6,489 

$ 451,723 $ 157,573 $ 254,121 $ 122,250 $ 142,618 $ 65,898 $ 32,893 $ 33,483 

48,415 105,201 185,033 62,790 121,992 12,346 13,356 31,457 

$ 48,415 $ 105,201 $ 185,033 $ 62,790 $ 121,992 $ 12,346 $ 13,356 $ 31,457 

 — 
ARCHITECT OF THE CAPITOL 124 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

SECTION 3 • FINANCIAL INFORMATION

B. Deferred Maintenance and Repairs

The AOC oversees more than 18.4 million square feet of facilities 

and more than 570 acres of grounds. The agency is responsible 

for ensuring that the historic facilities and grounds entrusted to 

its care remain in a safe and suitable condition for the current 

and future needs of Congress, the Supreme Court and the 

American public. 

The Federal Accounting Standards Advisory Board’s (FASAB) 

Statement of Federal Financial Accounting Standards 42, Deferred 

Maintenance and Repairs defines deferred maintenance and 

repairs (DM&R) as maintenance and repairs that were not 

performed when they should have been, or were scheduled, 

and are delayed for a future period. This standard requires 

federal entities to discuss: (1) maintenance and repairs policies, 

(2) how maintenance and repairs activities are ranked and 

prioritized, (3) factors considered in determining acceptable 

condition standards, (4) whether DM&R relate solely to 

capitalized general property, plant and equipment (PP&E) and 

stewardship PP&E or also to noncapitalized or fully depreciated 

general PP&E, (5) PP&E for which management does not 

measure and/or report DM&R and the rationale, (6) beginning 

and ending DM&R balances by category, and (7) significant 

changes from the prior year. 

To meet this standard, the AOC tracks DM&R for four categories 

of capitalized assets: buildings and other structures, grounds 

(i.e., stewardship land), heritage assets and capitalized 

equipment. Noncapitalized and fully depreciated PP&E are 

excluded from the DM&R estimate. While the AOC tracks DM&R 

on capitalized equipment, the value of these deferred activities 

is often immaterial. In FY 2022, there was no material DM&R to 

be reported for capitalized equipment. 

The AOC defines its acceptable level of condition to be “good 

to very good” based on the Facility Condition Index (FCI). The 

index is based upon the facility replacement values, which the 

AOC updates annually, and identified DM&R. 

The AOC uses facility condition assessments (FCA) to evaluate the 

assets’ condition and to identify deferred maintenance, capital 

renewal, capital improvements and capital construction work 

elements. The FCA tracks maintenance and repairs activities 

as work elements that are scheduled for completion. Rank and 

prioritization for the work elements are based on the scheduled 

year and project risk (which is scored as low, medium, high and 

critical). The FCA cost models are considered early planning 

estimates to identify liabilities. The focus of this disclosure is 

solely DM&R, as identified through the FCAs, and excludes capital 

renewal, capital improvements and capital construction work 

elements. Nonetheless, the AOC monitors capital renewal work 

elements that, if not funded, could become deferred maintenance 

in the near future. Capital renewal work elements, identified 

within a five-year period, are combined with DM&R. This figure 

is referred to as “backlog” at the AOC. The AOC completed an 

initial FCA on most buildings and grounds under its stewardship, 

with some exceptions (identified in the note to the table below). 

The AOC continues to complete and update the FCAs for all of 

its facilities. As a result, the FCAs for some of these facilities are 

underway or in the planning stages. 

The AOC’s estimate of the amount of DM&R work required to bring 

facilities to a “good” condition, based on the FCI, was $952 million 

for the fiscal year ending September 30, 2022.9

 The increase over 

the prior year is mostly related to additional deferred maintenance 

identified during the assessment of Union Square. The Rayburn 

Building, the James Madison Memorial Building, and the Capitol 

Power Plant also had significant increases to associated deferred 

maintenance costs through additional identified or rescoped work. 

Additionally, overall construction costs for all identified work in the 

FCAs were escalated due to global shortages in material and labor. 

9 The AOC aims to maintain its assets in at least good condition. Condition is 

defined by the FCI, which is calculated as the cost of deferred maintenance 

divided by the current replacement value. A ratio of less than 0.02 is considered 

very good, 0.02 to 0.05 is judged good, 0.05 to 0.10 is deemed fair and more 

than 0.10 is considered poor. The AOC’s goal is to attain a ratio of less than 0.05 

(or good condition) for its assets. Although a system may be rated as being 

in good condition, individual assets within that system may require deferred 

maintenance and repair related work to return the asset to an acceptable 

operating condition.

Deferred Maintenance and Repairs ($ in thousands required to achieve “good” condition)

CATEGORY AS OF 10/1/21 AS OF 9/30/22 CHANGE

Buildings and Other Structures $845,649 $856,049 $10,400

Grounds $62,057 $89,992 $27,935

Heritage Assets $6,039 $6,020 ($19)

Capitalized Equipment $— $— $—

Total $913,745 $952,061 $38,316

* The September 30, 2022, figure excludes the U.S. Capitol Police Courier Acceptance Facility, Production Facility Storage Building, U.S. Supreme Court Building and 

the Thurgood Marshall Federal Judiciary Building. Deferred maintenance calculations are based on FY 2021 AOC replacement values, updated in April 2022.
ARCHITECT OF THE CAPITOL 125 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

SECTION 3 • FINANCIAL INFORMATION

C. Heritage Assets

Introduction

The AOC is the steward of heritage assets throughout the 

Capitol campus. In addition to the buildings and landscape, 

these assets include fine and decorative art, architectural 

features, outdoor sculpture, landscape features and fixtures, 

living botanical assets, memorial trees, archival records and 

reference material. Many of these assets are national treasures.

The AOC Curator Division manages the conservation 

of fine art and the preservation of other assets such as 

architectural drawings and photographs. The AOC follows 

professional standards established by the American Institute 

for Conservation and the National Archives and Records 

Administration. The AOC Curator prepares recommendations 

to the Joint Committee of Congress on the Library regarding 

the acquisition and placement of works of art and shares 

responsibility with the Senate and House curators for the 

care of collectible fine and decorative art. The Curator also 

provides advice to jurisdictions on projects and contracts that 

involve heritage asset preservation issues. Curator Division 

staff members support projects throughout the agency by 

conducting historical research and providing reproductions of 

photographs, architectural and engineering drawings, records, 

specifications and reports.

The Historic Preservation Officer is responsible for preserving 

the architectural features of the buildings maintained by the 

agency. The Historic Preservation Officer works closely with the 

Curator to document, research and provide information about 

buildings, architectural features and architectural decorative 

art, as well as to review projects, develop specifications and 

implement preservation policy. When conservation work 

is required, the AOC contracts with professional fine art 

conservators. All conservation efforts are fully documented by 

the Curator.

The Curator also maintains detailed records for each work of 

art and manages computerized inventories of heritage assets.10

Within the Curator Division, the Records Management and 

Archives Branch creates records policies and preserves historic 

architectural and engineering drawings and textual records. The 

Photography and Technical Imaging Branch documents facilities, 

projects, heritage assets and congressional events, and manages 

and preserves the AOC’s photographic archives. Records are 

maintained on the Capitol campus when appropriate, while more 

fragile records, including microfilm and photographic negatives, 

are stored off-site in stable and secure conditions.

10 The AOC uses The Museum System collection management software to 

maintain the inventory of heritage assets.

Historic Buildings and Structures

The AOC is responsible for maintaining the historic buildings 

and structures on the Capitol campus. Appendix B lists the 

major facilities under the AOC’s stewardship. Those facilities 

deemed to be multipurpose heritage assets (i.e., primarily used 

for general government operations) are assigned a cost on the 

Balance Sheet and presented under General Property, Plant and 

Equipment, Net. 

Stewardship Lands and Cultural Landscapes

AOC-administered stewardship lands encompass more than 570 

acres of grounds. This includes Capitol Square, the approximately 

286 acres of grounds immediately surrounding the U.S. Capitol 

Building. In addition, the AOC’s cultural landscapes include the 

Summerhouse, Senate Park, Senate office building sites and 

courtyards, House office building sites and courtyards, East and 

West House Underground Garages, U.S. Botanic Garden (USBG) 

and National Garden, Bartholdi Gardens, USBG Administration 

Building site, Union Square, Library Buildings and Grounds 

sites, Madison Building site, Supreme Court of the United States 

site, Marshall Building site and memorial trees planted on 

the U.S. Capitol Grounds. The AOC also supports a campus in 

Culpeper, Virginia for audiovisual conservation and another in 

Fort Meade, Maryland for the Library of Congress book storage 

modules. In accordance with the AOC’s authorizing legislation, 

the land is held predominantly for conservation and preservation 

purposes. Typically, units of stewardship land are added to or 

withdrawn from the AOC’s portfolio through congressional action. 

The AOC does not have any leased land. 

TOTAL STEWARDSHIP LAND AS OF SEPTEMBER 30, 2022

STEWARDSHIP 

L AND AND 

CULTUR AL 

LANDSCAPES

CONSERVATION 

AND 

PRESERVATION OPERATIONAL

COMMERCIAL 

USE

TOTAL L AND 

ACRES

Stewardship 

Land Acres 466 107 0 573

Memorial trees are living heritage assets planted to honor 

distinguished citizens, groups and events. Memorial trees are 

added through congressional action. For more information 

about the memorial trees, visit: www.aoc.gov/explore-capitolcampus/buildings-grounds/capitol-building/capitolgrounds/trees. 

MEMORIAL 

TREES AS OF 9/30/21 AS OF 9/30/22 CHANGE

GENER AL 

CONDITION

Memorial 

Trees 152 151 (1)1 Poor to 

Excellent

1

 The master inventory was adjusted to remove a duplicate entry for a memorial tree that was 

approved in FY 2021 but was not planted until FY 2022.
ARCHITECT OF THE CAPITOL 126 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

SECTION 3 • FINANCIAL INFORMATION

General Condition Standards

The AOC has established condition standards based on 

principles and guidance from the American Institute for 

Conservation. The AOC performs periodic condition surveys to 

document and preserve heritage assets. Because many of the 

heritage assets are in working offices and public spaces rather 

than in a museum setting, the AOC must closely monitor the 

assets to prevent damage. Outdoor sculptures and fixtures 

exposed to weather and pollutants require regular conservation, 

follow-up inspections and periodic maintenance treatments. 

Collectible Heritage Assets

In the following tables, footnotes explain changes in condition 

or inventory count.

1. U.S. Capitol Building

The U.S. Capitol Building is an important example of neoclassical 

architecture. While a working building, the U.S. Capitol is also 

considered a museum of American art and history with millions 

of visitors each year.

1.1. Fine Art

This collection includes unique works of art that are not 

permanently attached to or designed for architectural or 

landscape structures (i.e., collectibles). They are separated into 

works that are under the jurisdiction of the Joint Committee of 

Congress on the Library and cared for by the AOC (“joint art”), 

and those that were originally accepted by the Joint Committee 

of Congress on the Library and are joint in subject matter or 

acquisition (“possibly joint”). The possibly joint assets are in the 

Senate and House wings of the U.S. Capitol Building and in many 

cases are part of the Senate or House collections and cared for 

by the Senate and House curators.

Heritage Assets Condition Rating Scales

CONDITION RATING SCALE DEFINITION PRIORITY

Heritage Assets

Poor Asset exhibits, or is in danger of, structural damage or loss. Requires major conservation or repair to achieve structural and 

aesthetic integrity. High

Fair Asset is structurally sound but requires major conservation to improve aesthetic integrity. Medium

Good Asset is structurally sound and retains aesthetic integrity. Requires minor conservation. Low

Excellent Asset is new or has been conserved as close to its original condition and appearance as possible, or a conservator has determined 

that no conservation treatment is needed. Requires only routine maintenance.

No Conservation 

Treatment 

Needed

Historic Paper Records

Poor Records are not yet stored in archives or their preservation is endangered. High

Fair Records are preserved in secure and stable conditions in archives. Medium

Good Records are accessioned and placed in acid-free containers. Low

Excellent Records are fully processed and stored in archival folders with all major preservation problems addressed. No Treatment 

Needed

Photographic Records

Poor Film photographs are not in secure storage or digital files are not identified, readable or backed up. High

Fair Records are in secure storage, subject is identified, and image is backed up. Medium

Good Negatives are properly housed, and inventoried or digital files are batch-captioned and backed up in multiple locations. Low

Excellent Negatives are stored off-site in archival conditions or digital files are fully captioned with images backed up in multiple locations 

with routine data migration.

No Treatment 

Needed

The AOC is responsible for the care of various 

heritage assets, including fine art, sculpture, 

architectural features and other national treasures 

located throughout the Capitol campus. 
ARCHITECT OF THE CAPITOL 127 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

SECTION 3 • FINANCIAL INFORMATION

1.1.1. Interior Sculpture

These artworks consist primarily of bronze and marble statues 

in the National Statuary Hall Collection. This collection was 

established in 1864 and completed in 2005. Each state is 

allowed to include two statues in the collection. Periodically, 

states remove and replace statues. In FY 2011, a long-range 

annual conservation maintenance contract for sculpture 

was implemented. By the end of FY 2022, most statues had 

received at least four rounds of maintenance and were in 

excellent condition.

SCULPTURE AS OF 9/30/21 AS OF 9/30/22 CHANGE

GENER AL 

CONDITION

1.1.1.1 National 

Statuary Hall 

Statues

98 99 11 Excellent

1.1.1.2 Other 

Statues 10 10 — Excellent

1.1.1.3 Possibly 

Joint Statues 3 3 — Good

1.1.1.4 Busts 16 16 — Fair to 

Excellent 

1.1.1.5 Possibly 

Joint Busts 21 21 — Good

1.1.1.6 Other 

(Maquettes, 

etc.)

86 86 — Poor to 

Excellent

1

 Three statues were added to the National Statuary Hall Collection this fiscal year. The 

statues of Mary McLeod Bethune and Amelia Earhart were added in July 2022. The statue 

of Harry S. Truman was added in September 2022. The statues of John James Ingalls and 

Thomas Hart Benton were removed from the collection. 

1.1.2. Framed Oil Paintings

Framed oil paintings under the AOC’s stewardship include 

portraits of former Architects of the Capitol and other paintings. 

Many of the frames for these paintings are also heritage assets.

PAINTINGS AS OF 9/30/21 AS OF 9/30/22 CHANGE

GENER AL 

CONDITION

1.1.2.1 

Portraits 19 19 — Good to Excellent 

1.1.2.2 

Possibly Joint 

Portraits

26 26 — Fair to 

Excellent

1.1.2.3 

Paintings 

Other Than 

Portraits

12 12 — Good to 

Excellent

1.1.2.4 

Possibly Joint 

Paintings

23 23 — Excellent

1.1.3. Works of Art on Paper

Works on paper under the AOC’s care are primarily related to 

the U.S. Capitol Building. This collection is used for research and 

reference purposes and is generally not on display.

WORK S OF ART 

ON PAPER AS OF 9/30/21 AS OF 9/30/22 CHANGE

GENER AL 

CONDITION

1.1.3.1 

Watercolors 6 6 — Good

1.1.3.2 Prints 

and Drawings 72 72 — Poor to Excellent

1.1.3.3 

Sketches for 

Murals

Approx. 232 Approx. 232 — Fair to 

Excellent

1.2. Decorative Art

Decorative art ranges from objects of great craftsmanship 

and historical importance to mass-produced objects. Often 

the name of the designer or maker is unknown. Conservation 

treatment is typically only appropriate for the highest level of 

decorative art.

DECOR ATIVE 

ART AS OF 9/30/21 AS OF 9/30/22 CHANGE

GENER AL 

CONDITION

1.2.1 Gilded 

Mirror Frames 91 911 — Poor to 

Excellent

1.2.2 Historic 

Furniture 39 39 — Fair to Good

1.2.3 Antique 

Clocks 10 10 — Good to Excellent

1.2.4 Textiles 2 2 — Good

1

 This number primarily includes frames in the House side of the Capitol. The Senate Curator 

is responsible for the inventory and conservation of Senate mirror frames.

The National Statuary Hall Collection in the 

U.S. Capitol Building has received multiple 

rounds of conservation maintenance and is in 

excellent condition.
ARCHITECT OF THE CAPITOL 128 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

SECTION 3 • FINANCIAL INFORMATION

1.3. Architectural Fine Art

This category of fine art is part of the fabric of a structure, 

permanently attached to a structure or building systems, or 

designed as part of an architectural space.

ARCHITEC TUR AL 

FINE ART AS OF 9/30/21 AS OF 9/30/22 CHANGE 

GENER AL 

CONDITION 

1.3.1 

Pediments 

(exterior)

3 3 — Fair to 

Excellent

1.3.2 Statues 

(interior and 

exterior)

6 6 — Good to 

Excellent

1.3.3 Plaster 

Model of 

Sculpture

3 3 — Excellent

1.3.4 

Sculptured 

Stair Railings

4 4 — Excellent

1.3.5 Reliefs 39 39 — Good

1.3.6 

Sculptured 

Bronze Doors 

(sets) (interior 

and exterior)

4 4 — Excellent

1.3.7 Plaques 31 31 — Fair to 

Excellent

1.3.8 Stained 

Glass 16 16 — Poor to Good

1.3.9 Rotunda 

Paintings 8 8 — Fair1,2

 to 

Excellent

1.3.10 Rooms 

or Spaces 

with Fine Art 

Murals

84 843 — Fair4

 to 

Excellent5

1

 Air pockets have continued to increase in size on the painting “Landing of Columbus,” which 

will require deinstallation for structural and cosmetic treatment. Conservation planning is 

in progress.

2

 Air pockets have continued to increase in size on the painting “Discovery of the Mississippi 

by DeSoto,” which will require deinstallation for structural and cosmetic treatment.

3

 There are hundreds of images painted on the U.S. Capitol Building’s walls. Mural 

conservation has been ongoing since 1981 and most murals are in at least “good” condition. 

Each room or space may contain multiple sections of murals in vaults and lunettes with 

individual mural scenes or figures.

4

 2022 condition assessments of lower wall panels in S-127 revealed that panels are in fair 

condition and conservation is being planned. 

5

 Conservation of gilding and plaster work on north section ceiling in S-213 is complete. 

Conservation of remaining sections is in progress. Mural conservation pilot project on the 

south wall lunette is near completion. 

1.4. Architectural Decorative Art

Architectural decorative art is part of the fabric of a structure, 

permanently attached to a structure or building systems or 

designed as part of an architectural space. Decorative art ranges 

from objects of great craftsmanship and historical importance 

to mass-produced objects. Often the name of the designer or 

maker is unknown. Conservation treatment is typically only 

appropriate for the highest level of decorative art. Approximate 

numbers are based on the Capitol Building superintendent’s 

inventory. Only about one-third of the lighting fixtures are 

historic heritage assets appropriate for restoration. The more 

utilitarian fixtures are at times moved or replaced.

ARCHITEC TUR AL 

DECORATIVE ART AS OF 9/30/21 AS OF 9/30/22 CHANGE 

GENER AL 

CONDITION 

1.4.1. Mantels Approx.167 Approx.167 — Good

1.4.2. 

Chandeliers1 Approx. 285 Approx. 285 — Good to 

Excellent

1.4.3. Pendant 

Lights Approx. 155 Approx. 155 — Good

1.4.4. Sconces Approx. 100 Approx. 100 — Good

1.4.5. Rooms 

or Spaces with 

Decorative 

Murals 

48 48 — Fair to 

Excellent

1

 This category refers to crystal chandeliers in the U.S. Capitol Building.

1.5. Architectural Features

Historic architectural features include woodwork, shutters, 

columns, capitals, brackets, historic floors (e.g., the U.S. Capitol 

Building’s Minton tile floors) and special architectural surfaces 

(e.g., marble and scagliola). The Capitol Building Superintendent 

or the Senate Sergeant at Arms maintains these assets. While an 

accurate count of these features does not exist, their numbers 

are large. For example, there are at least 450 interior columns 

and pilasters with carved capitals. In recent years, special 

attention has been paid to the restoration of historic scagliola.

2. U.S. Capitol Grounds and Arboretum

The U.S. Capitol Grounds and Arboretum covers the land 

on which the U.S. Capitol Building, Senate and House office 

buildings and Capitol Power Plant reside. The grounds include 

sculpture, monuments and living assets such as trees and 

plantings. Heritage assets include ornamental fountains, 

drinking fountains, outdoor seating, stone retaining walls and 

light fixtures.

2.1. Outdoor Sculpture

OUTDOOR 

SCULPTURE AS OF 9/30/21 AS OF 9/30/22 CHANGE 

GENER AL 

CONDITION 

2.1.1 

Monuments/

Statues

4 4 — Excellent

2.1.2 Fountains 

with Sculpture 1 1 — Good 

2.1.3 Plaques 5 5 — Good 

2.2. Landscape Features and Fixtures (including fixtures on the 

exterior of the U.S. Capitol Building)

L ANDSC APE 

FE ATURES AND 

FIX TURES AS OF 9/30/21 AS OF 9/30/22 CHANGE 

GENER AL 

CONDITION

2.2.1 Urns 20 20 — Good

2.2.2 Lighting 

Fixtures Approx. 166 Approx. 166 — Fair to Excellent

2.2.3 Basins 

(with fountains) 2 2 — Excellent
ARCHITECT OF THE CAPITOL 129 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

SECTION 3 • FINANCIAL INFORMATION

3. House Office Buildings

There are three major office buildings for the House of 

Representatives: the Cannon, Longworth and Rayburn House 

Office Buildings.

ARCHITEC TUR AL 

FINE ART AS OF 9/30/21 AS OF 9/30/22 CHANGE 

GENER AL 

CONDITION 

3.1 Pediments 

(exterior) 1 1 — Good

3.2 Sculpture 

(exterior) 8 8 — Fair

3.3 Plaster Models 

of Sculpture 25 25 — Good

3.4 Architectural 

Models on Display 1 1 — Fair

3.5 Reliefs 1 1 — Good

3.6 Murals 1 1 — Good

3.7 Plaques 1 1 — Good

3.8 Monuments/

Statues 2 2 — Good

3.9 Maquettes, etc. 1 1 — Excellent

4. Senate Office Buildings

There are three major office buildings for the United States 

Senate: the Russell, Dirksen and Hart Senate Office Buildings.

ARCHITEC TUR AL 

FINE ART AS OF 9/30/21 AS OF 9/30/22 CHANGE

GENER AL 

CONDITION

4.1 Pediments 

(exterior) 1 1 — Fair

4.2 Sculpture 1 1 — Poor

4.3 Plaster Models 

of Sculpture 6 6 — Good

4.4 Architectural 

Models on Display 4 4 — Excellent

4.5 Maquettes, etc. 1 1 — Good

4.6 Reliefs 

(exterior) 51 51 — Good

4.7 Murals (rooms 

with) 1 1 — Excellent

5. Library Buildings and Grounds

The Library of Congress’s 1897 Thomas Jefferson Building 

contains large areas of decorative painting, relief plaster, 

woodwork, stonework and mosaic ceilings. Additional facilities 

include the John Adams Building, which is embellished with 

art deco-style decorative metal and relief stonework, and the 

modern James Madison Memorial Building.

5.1. Architectural Fine Art

ARCHITEC TUR AL 

FINE ART AS OF 9/30/21 AS OF 9/30/22 CHANGE

GENER AL 

CONDITION

5.1.1 Statues 27 27 — Good to 

Excellent

5.1.2 Sculptured 

Stair Railings 2 2 — Good

5.1.3 Reliefs 

(interior) 73 73 — Good

5.1.4 Sculptured 

Bronze Doors 

(sets) (exterior)

17 17 — Excellent

5.1.5 Stained 

Glass/Mosaics 17 17 — Fair to Good

5.1.6 Rooms or 

Spaces With Fine 

Art Murals 

32 32 — Fair to 

Excellent

5.1.7 Sculptural 

Clock 1 1 — Excellent

5.1.8 Exterior 

Sculpture 1 1 — Fair

5.2. Outdoor Sculpture

OUTDOOR SCULPTURE AS OF 9/30/21 AS OF 9/30/22 CHANGE

GENER AL 

CONDITION

5.2.1 Fountains 

With Sculpture 3 3 — Poor to Excellent

6. Supreme Court Building and Grounds

The U.S. Supreme Court of the United States is richly adorned 

with decorative carvings in marble and wood, decorative metal 

and plasterwork and decorative painting.11

ARCHITEC TUR AL 

FINE ART AS OF 9/30/21 AS OF 9/30/22 CHANGE 

GENER AL 

CONDITION 

6.1 Pediments 

(exterior) 2 2 — Excellent

6.2 Sculpture 

(exterior) 2 2 — Excellent

6.3 Reliefs 4 4 — Good

6.4 Light Posts 

with Reliefs 

(exterior)

2 2 — Poor to Fair

6.5 Bronze Door 

(set) (exterior) 1 1 — Good

11 The collectible fine art within the Supreme Court of the United States does not 

fall under the AOC’s jurisdiction and is cared for by the Curator of the Supreme 

Court of the United States.
ARCHITECT OF THE CAPITOL 130 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

SECTION 3 • FINANCIAL INFORMATION

The National Statuary Hall Collection

The National Statuary Hall Collection is comprised of statues donated by individual states to honor notable persons in their history. 

Each state may donate two statues to the collection, which currently consists of 99 statues (the state of Virginia is currently replacing 

one statue). The AOC is responsible for the care and preservation of these heritage assets, listed below by state. All were assessed to be 

in excellent condition at the close of the fiscal year.

CAPITOL HIGHLIGHTS

STATUE STATE YEAR

Helen Keller Alabama 2009

Joseph 

Wheeler Alabama 1925

Edward Lewis 

Bartlett Alaska 1971

Ernest 

Gruening Alaska 1977

Barry 

Goldwater Arizona 2015

Eusebio F. Kino Arizona 1965

James Paul 

Clarke Arkansas 1921

Uriah Milton 

Rose Arkansas 1917

Ronald Wilson 

Reagan California 2009

Father 

Junipero Serra California 1931

Florence R. 

Sabin Colorado 1959

John L. 

Swigert Jr. Colorado 1997

Roger 

Sherman Connecticut 1872

Jonathan 

Trumbull Connecticut 1872

John 

Middleton 

Clayton

Delaware 1934

Caesar Rodney Delaware 1934

Mary McLeod 

Bethune Florida 2022

John Gorrie Florida 1914

Crawford W. 

Long Georgia 1926

Alexander 

Hamilton 

Stephens

Georgia 1927

Father Damien Hawaii 1969

Kamehameha I Hawaii 1969

William Edgar 

Borah Idaho 1947

George Laird 

Shoup Idaho 1910

James Shields Illinois 1893

Frances E. 

Willard Illinois 1905

Oliver Hazard 

Perry Morton Indiana 1900

Lewis Wallace Indiana 1910

Dr. Norman E. 

Borlaug Iowa 2014

Samuel Jordan 

Kirkwood Iowa 1913

Amelia Earhart Kansas 2022

Dwight D. 

Eisenhower Kansas 2003

Henry Clay Kentucky 1929

Ephraim 

McDowell Kentucky 1929

STATUE STATE YEAR

Huey Pierce 

Long Louisiana 1941

Edward 

Douglass 

White

Louisiana 1955

Hannibal 

Hamlin Maine 1935

William King Maine 1878

Charles Carroll Maryland 1903

John Hanson Maryland 1903

Samuel Adams Massachusetts 1876

John Winthrop Massachusetts 1876

Lewis Cass Michigan 1889

Gerald R. 

Ford Jr. Michigan 2011

Henry Mower 

Rice Minnesota 1916

Maria L. 

Sanford Minnesota 1958

Jefferson Davis Mississippi 1931

James 

Zachariah 

George

Mississippi 1931

Francis Preston 

Blair Missouri 1899

Harry S. 

Truman Missouri 2022

Jeannette 

Rankin Montana 1985

Charles Marion 

Russell Montana 1959

Julius Sterling 

Morton Nebraska 1937

Chief Standing 

Bear Nebraska 2019

Patrick 

Anthony 

McCarran

Nevada 1960

Sarah 

Winnemucca Nevada 2005

John Stark New Hampshire 1894

Daniel Webster New Hampshire 1894

Philip Kearny New Jersey 1888

Richard 

Stockton New Jersey 1888

Dennis Chavez New Mexico 1966

Po’pay New Mexico 2005

George Clinton New York 1873

Robert R. 

Livingston New York 1875

Charles 

Brantley 

Aycock

North Carolina 1932

Zebulon Baird 

Vance North Carolina 1916

John Burke North Dakota 1963

Sakakawea North Dakota 2003

Thomas Alva 

Edison Ohio 2016

STATUE STATE YEAR

James A. 

Garfield Ohio 1886

Will Rogers Oklahoma 1939

Sequoyah Oklahoma 1917

Jason Lee Oregon 1953

John 

McLoughlin Oregon 1953

Robert Fulton Pennsylvania 1889

John Peter 

Gabriel 

Muhlenberg

Pennsylvania 1889

Nathanael 

Greene Rhode Island 1870

Roger Williams Rhode Island 1872

John Caldwell 

Calhoun South Carolina 1910

Wade 

Hampton South Carolina 1929

William Henry 

Harrison 

Beadle

South Dakota 1938

Joseph Ward South Dakota 1963

Andrew 

Jackson Tennessee 1928

John Sevier Tennessee 1931

Stephen F. 

Austin Texas 1904

Sam Houston Texas 1904

Philo T. 

Farnsworth Utah 1990

Brigham 

Young Utah 1950

Ethan Allen Vermont 1876

Jacob 

Collamer Vermont 1881

Statue to be 

replaced Virginia

George 

Washington Virginia 1934

Mother Joseph Washington 1980

Marcus 

Whitman Washington 1953

John E. Kenna West Virginia 1901

Francis 

Harrison 

Pierpont

West Virginia 1910

Robert M. 

La Follette Wisconsin 1929

Jacques 

Marquette Wisconsin 1896

Esther Hobart 

Morris Wyoming 1960

Chief Washakie Wyoming 2000
ARCHITECT OF THE CAPITOL 131 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

SECTION 3 • FINANCIAL INFORMATION

7. U.S. Botanic Garden

The U.S. Botanic Garden (USBG) maintains a collection of living 

plants. The collection is categorized as follows:

 Plants of historical or current institutional significance 

(e.g., specimens or descendants from the U.S. Exploring 

Expedition, commemorative gifts from foreign 

governments and descendants of plants of American 

historical significance)

 Plants appearing on permanent landscape planting plans for 

the Conservatory, outdoor gardens, Bartholdi Gardens and 

the Production Facility

 Plants listed for rotation into permanent exhibits in the 

Conservatory, outdoor gardens or Bartholdi Gardens

 Plants used in ongoing education programs

 Plants needed to support future exhibits or programs and 

whose quality or relative unavailability in the commercial 

trade justifies inclusion in the permanent collection

 Orchid species and selected orchid cultivars

 Listed rare and endangered species received under the 

Convention on International Trade in Endangered Species of 

Flora and Fauna repository agreement, through interagency 

transfer or by other means

 Medicinal plants whose quality or relative unavailability 

in the commercial trade justifies inclusion in the 

permanent collection

 Plants used for accent and horticultural propagation stock, 

including those obtained for trial performance under 

local conditions 

The USBG uses the plant collection for exhibition, study 

and exchange with other institutions. Noteworthy plant 

collections include economically significant plants, medicinal 

plants, orchids, cacti, succulents, bromeliads, cycads and 

plants from Mediterranean regions. The USBG’s gardens and 

living collections are important resources for the study of 

threatened plants and their conservation. The USBG maintains 

extensive database records of the plant collections, which 

track the location, condition and provenance of each plant. 

This information is available to the public on the USBG website, 

www.usbg.gov/plant-collections. The collection is continually 

reviewed for accuracy in identification.

7.1. Outdoor Sculpture

OUTDOOR SCULPTURE AS OF 9/30/21 AS OF 9/30/22 CHANGE

GENER AL 

CONDITION

7.1 Fountains with 

Sculpture 1 1 — Good

7.2. Living Botanical Assets

The table identifies the USBG’s inventory of living botanical 

assets. Plant inventories for FY 2022 and the prior five years are 

provided to facilitate comparison. At the end of FY 2022, the 

USBG held more than 9,000 accessions, including more than 

42,000 individual plants at the Conservatory and the Blue Plains 

Production Facility in southwest Washington, D.C. The USBG 

maintains more than 6,000 unique taxa in its collections.

ALL PLANTS (INCLUDING ORCHID COLLECTION)

F Y ACCESSIONS1 NAMES (TAXA)2 INDIVIDUALS 3 DEACCESSIONS 4

2017 9,468 6,227 44,026 707

2018 9,105 6,041 41,470 1,017

2019 9,651 6,282 43,523 1,531

2020 9,925 6,231 57,576 386

2021 9,612 6,035 42,045 737

2022 9,310 6,031 42,857 846

1

 Current number of accessions assigned to living plants. An individual accession number 

might include multiple lots (divisions) that might include multiple individual plants.

2

 Number of names for living plants in our database. This includes species names, cultivars 

and varieties, and is restricted to only the names for plants that are living at the USBG. In 

many cases, the USBG has numerous accessions of the same type of plant from different 

times and sources.

3

 It is not possible to calculate the exact number of individual plants in the USBG collection. 

This number estimates — as best as possible — the individual plant counts, which is much 

higher than the number of accessions due to accessions that have multiple individuals.

4

 Number of deaccessions during the fiscal year. This is due to plants dying or being 

composted/ discarded due to disease or a change in institutional need.

The USBG’s plant collection is an important 

resource for exhibition, study and exchange with 

other institutions and includes many rare and 

endangered species.
ARCHITECT OF THE CAPITOL 132 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

SECTION 3 • FINANCIAL INFORMATION

7.3. Orchid Collection 

The USBG’s orchid collection contains more than 2,500 

accessions and 3,200 individual orchids — the largest 

component of the USBG’s plant inventory.

ORCHID COLLECTION

F Y ACCESSIONS NAMES (TAXA) INDIVIDUALS DEACCESSIONS

2017 3,017 1,795 4,230 395

2018 3,110 1,324 3,513 611

2019 2,259 1,287 3,464 983

2020 2,368 1,336 4,830 -

2021 2,474 1,366 3,604 36

2022 2,568 1,484 3,245 239

8. Architectural and Engineering Artifacts

The AOC maintains an inventory of small architectural and 

engineering artifacts and models for research or exhibition, as 

well as an inventory of large artifacts, such as pieces of stone 

removed from buildings or plaster models, for possible reuse 

or repair. The agency also maintains more than 150 tons of 

sculpture and stone removed from the East Front of the U.S. 

Capitol Building during its 1958 extension in a secure facility at 

Fort Meade, Maryland. The Curator tracks these artifacts and 

maintains lists of the objects in storage. It is not possible to 

provide a meaningful count, as some crates hold multiple pieces 

and some items are stored in pieces in multiple crates.

9. Historical Records and Reference Materials

The Records Management and Archives Branch (RMAB) manages 

the historical materials that comprise the AOC archival collection 

and creates records schedules based on archival appraisal and 

records surveys. The RMAB maintains the architectural and 

engineering drawings, textual records and electronic records 

in accordance with archival principles to facilitate ongoing 

preservation, access, reference and research. Traditional 

architectural and engineering drawings and manuscripts 

require special archival storage and handling because of their 

physical attributes. The RMAB maintains stable temperature 

and humidity conditions, controls access and provides security 

for the records. Microfilmed backups of many drawings are 

stored off-site for protection. Digital scans of drawings are also 

important backups for the original drawings.

9.1. Accessioned Materials 

Accessioned materials represent the permanent records 

that have been accepted into the archival collection. Once 

accessioned, these materials receive archival holdings 

maintenance and description. Holdings maintenance enables 

ongoing preservation and includes rehousing in acid-free 

folders and storage boxes and digitizing into archival electronic 

formats. Archival descriptions facilitate reference and research 

and include updating finding aids, enhancing cross-references 

and cataloging in the archival databases.

9.1.1. Architectural and Engineering Drawings

Beginning with plans for the construction of the U.S. Capitol 

Building, and with primary holdings from the 1850s on, the 

architectural and engineering drawings in the archival collection 

document a wide range of subjects in various formats (e.g., 

pencil renderings, finely detailed ink and watercolor working 

drawings, polished presentation pieces, blueprints and modern 

computer-aided design drawings). These drawings are vital for 

current construction and maintenance projects, as well as for 

historic research. The files on previous projects aid the planning 

and development of new projects.

The AOC archives contain more than 194,000 architectural 

and engineering drawings, with new materials added each 

year. Approximately 60 percent of these drawings have been 

indexed in an online database to facilitate search and retrieval. 

The archival staff preserves and maintains the drawings, with 

specialized work on fragile and historic drawings performed by 

contracted conservation experts.

9.1.2. Specifications and Other Textual Records

The AOC archives maintain administrative and project records 

that document the agency’s history, as well as the construction 

history of the buildings on the Capitol campus. These holdings 

date from the U.S. Capitol extension project in the 1850s and 

continue through the present. Of special value are letters from 

artists and architects.

9.1.3. Electronic Archival Records 

Electronic records are generated throughout the agency. The 

records retention schedules apply to both paper and electronic 

records. The RMAB continues to promote the transfer of 

permanent electronic records to the archival collection where 

they may be preserved as heritage assets.

9.2. Preaccessioned Materials 

Preaccessioned materials account for all incoming materials that 

are transferred to the RMAB and are categorized as Architectural 

and Engineering Drawings, Specifications and Other Textual 

Records or Electronic Archival Records. This is an important 

initial quality control step where the materials are screened 

before the RMAB formally registers the transfer as part of the 

archival collection. The screening process identifies temporary, 

duplicative or otherwise nonrecorded materials that are not 

appropriate for accessioning into the archival collection. The 

process also identifies issues that may require resolution before 

the transfer, such as incomplete transfer documentation, 

unarranged or partial materials and archival preservation issues.

9.3. Small Architectural Models 

The AOC preserves a small number of display models as part of 

the architectural record for study and exhibition purposes.
ARCHITECT OF THE CAPITOL 133 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

SECTION 3 • FINANCIAL INFORMATION

9.4. Still Image Assets

The Photography and Technical Imaging Branch (PTIB) 

produces still image assets relating to architectural design, 

construction, renovation, maintenance and restoration of the 

historic buildings and grounds under the AOC’s care. The PTIB 

also documents major ceremonial events, works of art and 

conservation projects and produces graphic slides, displays and 

videos for agency and congressional use. PTIB still image assets 

also support the safety, security, training and communications 

offices. The still image assets accounted for in this annual report 

are permanent historical records for the organization.

The AOC has an archive of more than 370,000 photographic still 

and motion images dating back to the 1850s. The collection 

includes approximately 4,000 glass plates, in addition to 

hundreds of thousands of images in negative, print and digital 

format. Each unique image has a control number (one image 

may exist in multiple formats). The AOC stores most of the glass 

and film negatives off-site for long-term preservation. Digital 

files are systematically backed up and copied.

9.5. Video Assets

The PTIB produces video image assets relating to architectural 

design, construction, renovation, maintenance and restoration 

of the historic buildings and grounds under the AOC’s care. 

The PTIB also documents major ceremonial events, works of 

art and conservation projects and produces graphic slides, 

displays and still images for internal and congressional use. 

PTIB video image assets also support the safety, security, 

training and communications offices. The moving image assets 

accounted for in this annual report are permanent historical 

records for the agency. They are final edited productions 

combining video, audio, graphic and multimedia elements.

9.6., 9.7., 9.8. Reference Files, Library Materials and 

Conservation Reports

One of the largest curatorial functions that the AOC performs 

is maintaining the inventory and files for art and historical 

objects. The AOC Curator maintains a file on each work of art, 

artist and room in the U.S. Capitol Building, as well as files on 

the buildings and architectural subjects. The Curator also keeps 

records on major ceremonies, such as joint sessions of Congress 

and inaugurations. The AOC uses these files to answer questions 

from staff and contractors, the public, and Members of Congress 

and their staffs, and to provide information for fact sheets and 

publications. The U.S. Capitol Historical Society Fellowship 

Program, managed by the Curator, continually adds to the 

knowledge of the art and architecture of the U.S. Capitol Building.

RECORDS AND 

REFERENCE AS OF 9/30/21 AS OF 9/30/22 CHANGE GENERAL CONDITION

TRADITIONAL ELECTRONIC TRADITIONAL ELECTRONIC TRADITIONAL ELECTRONIC TRADITIONAL ELECTRONIC

9.1 Accessioned Materials

9.1.1 

Architectural 

and Engineering 

Drawings

Approx. 194,063 — Approx. 194,172 — 109 — Fair to Excellent N/A

9.1.2 

Specifications 

and Other 

Textual Records 

(linear feet)

Approx. 9,194.25 — Approx. 9,207.25 — 13 — Fair to Excellent N/A

9.1.3 Electronic 

Archival Records 

(megabytes 

[MB])

- 17,577.70MB — 17,852.1MB — 274.4MB N/A N/A

9.2 Preaccessioned Materials

9.2.1 

Architectural 

and Engineering 

Drawings

Rolls, small: 1; 

Rolls, medium: 1 —

Rolls, small: 216; 

Rolls, medium: 

209; Rolls, large: 

202

— N/A — N/A N/A

9.2.2 

Specifications 

and Other 

Textual Records

Boxes, small: -; 

Boxes, medium: 

15

—

Boxes, small: 2; 

Boxes, medium: 

22; Boxes, 

large: 1

— N/A — N/A N/A

9.2.3 Electronic 

Records (MB) — 452.00MB — 1,076.53MB — N/A N/A N/A

9.3 Small 

Architectural 

Models

18 — 18 — — — Fair N/A

9.4 Still Image 

Assets 362,350 — 376,523 — 14,173 — Good to Excellent N/A

9.5 Video 

Assets — — 36 — 36 — Excellent —

9.6 Reference 

Files (drawers) 108 — 108 — — — Good N/A

9.7 Library 

Materials 

(volumes)

1,240 — 1,240 — — — Good N/A

9.8 

Conservation 

Reports 

(notebooks)

471 — 479 — 8 — Good N/A
ARCHITECT OF THE CAPITOL 134 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

SECTION 3 • FINANCIAL INFORMATION

Summary of Heritage Assets

This consolidating schedule reports the heritage assets by jurisdiction and AOC-wide.

CATEGORY

AS OF SEPTEMBER 30, 2022 AS OF SEPTEMBER 30, 2021

AOC JURISDICTION AOC JURISDICTION

Capital Construction and OperationsCapitol BuildingCapitol Grounds 

and Arboretum House Office BuildingsLibrary Buildings and GroundsSenate Office BuildingsSupreme Court 

Building and Grounds

U.S. Botanic GardenTotalCapital Construction and OperationsCapitol BuildingCapitol Grounds and Arboretum House Office BuildingsLibrary Buildings and GroundsSenate Office BuildingsSupreme Court 

Building and Grounds

U.S. Botanic GardenTotal

Memorial Trees — — 151 — — — — — 151 — — 152 — — — — — 152 

Artwork

Fine Art

Interior Sculpture

National Statuary 

Hall Statues — 99 — — — — — — 99 — 98 — — — — — — 98

Other Statues — 10 — — — — — — 10 — 10 — — — — — — 10

Possibly Joint Statues — 3 — — — — — — 3 — 3 — — — — — — 3

Busts — 16 — — — — — — 16 — 16 — — — — — — 16

Possibly Joint Busts — 21 — — — — — — 21 — 21 — — — — — — 21

Other (Maquettes, etc.) — — 86 — — — — 86 — 86 — — — — — — 86

Subtotal — 149 — 86 — — — — 235 — 234 — — — — — — 234

Framed Oil Paintings

Portraits — 19 — — — — — — 19 — 19 — — — — — — 19

Possibly Joint Portraits — 26 — — — — — — 26 — 26 — — — — — — 26

Paintings Other 

Than Portraits — 12 — — — — — — 12 — 12 — — — — — — 12

Possibly Joint Paintings — 23 — — — — — — 23 — 23 — — — — — — 23

Subtotal — 80 — — — — — — 80 — 80 — — — — — — 80

Works of Art on Paper

Watercolors — 6 — — — — — — 6 — 6 — — — — — — 6

Prints and Drawings — 72 — — — — — — 72 — 72 — — — — — — 72

Sketches for Murals — 232 — — — — — — 232 — 232 — — — — — — 232

Subtotal — 310 — — — — — — 310 — 310 — — — — — — 310

Subtotal: Fine Art — 539 — 86 — — — — 625 — 624 — — — — — — 624

Decorative Art

Gilded Mirror Frames — 91 — — — — — — 91 — 91 — — — — — — 91

Historic Furniture — 39 — — — — — — 39 — 39 — — — — — — 39

Antique Clocks — 10 — — — — — — 10 — 10 — — — — — — 10

Textiles — 2 — — — — — — 2 — 2 — — — — — — 2

Subtotal — 142 — — — — — — 142 — 142 — — — — — — 142

Architectural Fine Art

Pediments (Exterior) — 3 — 1 — 1 2 — 7 — 3 — 1 — 1 2 — 7 

Statues/Sculpture — 6 — 8 27 1 2 — 44 — 6 — 8 27 1 2 — 44 

Plaster Models of Sculpture — 3 — 25 — 6 — — 34 — 3 — 25 — 6 — — 34 

Sculptured Stair Railings — 4 — — 2 — — — 6 — 4 — — 2 — — — 6 

Architectural Models on Display — — — 1 — 4 — — 5 — — — 1 — 4 — — 5 

Reliefs — 39 — 1 73 51 4 — 168 — 39 — 1 73 51 4 — 168 

Light Posts With 

Reliefs (Exterior) — — — — — — 2 — 2 — — — — — — 2 — 2 

Bronze Doors (Sets) — 4 — — 17 — 1 — 22 — 4 — — 17 — 1 — 22 

Plaques — 31 — 1 — — — — 32 — 31 — 1 — — — — 32 

Monuments/Statues — — — 2 — — — — 2 — — — 2 — — — — 2 

Stained Glass/Mosaics — 16 — — 17 — — — 33 — 16 — — 17 — — — 33 

Rotunda Paintings — 8 — — — — — — 8 — 8 — — — — — — 8 

Rooms or Spaces With 

Fine Art Murals — 84 — 1 32 1 — — 118 — 84 — 1 32 1 — — 118 

Maquettes — — — 1 — 1 — — 2 — — — 1 — 1 — — 2 

Sculptural Clock — — — — 1 — — — 1 — — — — 1 — — — 1 

Exterior Sculpture — — — — 1 — — — 1 — — — — 1 — — — 1 

Subtotal — 198 — 41 170 65 11 — 485 — 198 — 41 170 65 11 — 485 
ARCHITECT OF THE CAPITOL 135 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

SECTION 3 • FINANCIAL INFORMATION

CATEGORY

AS OF SEPTEMBER 30, 2022 AS OF SEPTEMBER 30, 2021

AOC JURISDICTION AOC JURISDICTION

Capital Construction and OperationsCapitol BuildingCapitol Grounds

and ArboretumHouse Office BuildingsLibrary Buildings and GroundsSenate Office BuildingsSupreme Court

Building and Grounds

U.S. Botanic GardenTotalCapital Construction and OperationsCapitol BuildingCapitol Groundsand ArboretumHouse Office BuildingsLibrary Buildings and GroundsSenate Office BuildingsSupreme Court

Building and Grounds

U.S. Botanic Garden

Total

Architectural Decorative Art

Mantels — 167 — — — — — — 167 — 167 — — — — — — 167 

Chandeliers — 285 — — — — — — 285 — 285 — — — — — — 285 

Pendant Lights — 155 — — — — — — 155 — 155 — — — — — — 155 

Sconces — 100 — — — — — — 100 — 100 — — — — — — 100 

Rooms/Spaces With 

Decorative Murals — 48 — — — — — — 48 — 48 — — — — — — 48 

Subtotal — 755 — — — — — — 755 — 755 — — — — — — 755 

TOTAL — 1,634 — 127 170 65 11 — 2,007 — 1,719 — 41 170 65 11 — 2,006 

Architectural Features

Outdoor Sculptures

Monuments/Statues — — 4 — — — — — 4 — — 4 — — — — — 4 

Fountains With Sculpture — — 1 — 3 — — 1 5 — — 1 — 3 — — 1 5 

Plaques — — 5 — — — — — 5 — — 5 — — — — — 5 

Subtotal — — 10 — 3 — — 1 14 — — 10 — 3 — — 1 14 

Landscape Features and Fixtures

Urns — — 20 — — — — — 20 — — 20 — — — — — 20 

Lighting Fixtures — — 166 — — — — — 166 — — 166 — — — — — 166 

Basins — — 2 — — — — — 2 — — 2 — — — — — 2 

Subtotal — — 188 — — — — — 188 — — 188 — — — — — 188 

TOTAL — — 198 — 3 — — 1 202 — — 198 — 3 — — 1 202 

Reference and Library Materials

Art and Reference 

Files (Drawers) 108 — — — — — — — 108 108 — — — — — — — 108 

Art and Reference 

Library (Volumes) 1,240 — — — — — — — 1,240 1,240 — — — — — — — 1,240 

TOTAL 1,348 — — — — — — — 1,348 1,348 — — — — — — — 1,348 

Archival Records

Architectural and 

Engineering Drawings 194,172 — — — — — — — 194,172 194,063 — — — — — — — 194,063

Specifications and Other 

Textual Records (Linear Feet) 9,207.25 — — — — — — — 9,207.25 9,194.25 — — — — — — — 9,194.25

Small Architectural Models 18 — — — — — — — 18 18 — — — — — — — 18

Conservation Reports 479 — — — — — — — 479 471 — — — — — — — 471

Video Assets 36 36 0 0

Still Image Assets 376,523 — — — — — — — 376,523 362,350 — — — — — — — 362,350

TOTAL 580,435 — — — — — — — 580,435 566,096 — — — — — — — 566,096 

Electronic Archival Records (MB) 

Materials (Accessioned) 17,852.10 — — — — — — — 17,852.10 17,577.70 — — — — — — — 17,577.70

TOTAL 17,852.10 — — — — — — — 17,852.10 17,577.70 — — — — — — — 17,577.70

Living Botanical 

Assets (Accessions) — — — — — — — 9,310 9,310 — — — — — — — 9,612 9,612 

Note: The table does not display preaccessioned materials. These materials have been transferred to the RMAB but have yet to be screened and registered as part of the AOC’s archival collection.
ARCHITECT OF THE CAPITOL 136 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

Other

Information

SECTION 4
ARCHITECT OF THE CAPITOL 137 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

Overview

The Other Information section presents required financial, operational, stewardship 

and performance information that supplements the prior sections of this report. This 

section provides a summary of financial statement audit and management assurances, 

including tables of audit results, material weaknesses in internal controls and financial 

system nonconformances. The information is a summary of the independent auditor’s 

financial statement audit, management’s evaluation of internal controls using the 

Federal Managers’ Financial Integrity Act of 1982 (FMFIA) and guidance from the Office 

of Management and Budget (OMB) Circular A-123. Additional information comes 

from management’s evaluation of financial systems’ conformance with requirements, 

referencing FMFIA and the Federal Financial Management Improvement Act of 

1996 (FFMIA). The section also includes the AOC Office of Inspector General (OIG) 

summary of management opportunities and performance challenges. Additional 

subsections address payment integrity and real property capital planning. This 

section concludes with three mandatory congressional reports on the AOC’s energy 

savings and sustainability program, small business program and human capital 

management program.

The Thomas Jefferson Building is the oldest congressional building other than the U.S. Capitol Building. When it opened in 

1897, its beauty inspired the nation. Many saw it as the fulfillment of American intellectual promise and the perfection of 

American art. It has been under the stewardship of the AOC since 1922.
ARCHITECT OF THE CAPITOL 138 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

SECTION 4 • OTHER INFORMATION

Summary of Financial Statement Audit 

and Management Assurances

The AOC tracks audit material weaknesses, as well as other requirements of the FMFIA. Tables 18 and 19 present management’s 

summary of these matters, as required by OMB Circular A-136, Financial Reporting Requirements.

TABLE 18: Summary of Financial Statement Audit

AUDIT OPINION TYPE Unmodified

RESTATEMENT (YES/NO) No

MATERIAL WEAKNESSES

BEGINNING 

BALANCE NEW RESOLVED

CONSOLIDATED/

REASSESSED ENDING BALANCE

Control Gap Identified for Environmental 

Liabilities (formerly Control Gap Identified 

for Retrospective Reviews of Estimates)

1 0 0 0 1

0 0 0 0 0

Total Material Weaknesses 1 0 0 0 1

TABLE 19: Summary of Management Assurances

EFFEC TIVENESS OF INTERNAL CONTROL OVER FINANCIAL REPORTING (FMFIA, PARA . 2)

STATEMENT OF ASSUR ANCE Unmodified

MATERIAL WEAKNESSES

BEGINNING 

BALANCE NEW RESOLVED

CONSOLIDATED/

REASSESSED ENDING BALANCE

Control Gap Identified for Environmental 

Liabilities (formerly Control Gap Identified 

for Retrospective Reviews of Estimates)

1 0 0 0 1

0 0 0 0 0

Total Material Weaknesses 1 0 0 0 1

EFFEC TIVENESS OF INTERNAL CONTROL OVER OPER ATIONS (FMFIA , PAR A . 2)

STATEMENT OF ASSUR ANCE Unmodified

MATERIAL WEAKNESSES

BEGINNING 

BALANCE NEW RESOLVED

CONSOLIDATED/

REASSESSED ENDING BALANCE

0 0 0 0 0

Total Material Weaknesses 0 0 0 0 0

COMPLIANCE WITH FEDERAL FINANCIAL MANAGEMENT SYSTEM REQUIREMENTS (FMFIA, PARA . 4)

STATEMENT OF ASSUR ANCE Federal systems comply to financial system management requirements

NONCONFORMANCES

BEGINNING 

BALANCE NEW RESOLVED

CONSOLIDATED/

REASSESSED ENDING BALANCE

0 0 0 0 0

Total Nonconformances 0 0 0 0 0

COMPLIANCE WITH FEDERAL FINANCIAL MANAGEMENT IMPROVEMENT ACT (FFMIA)

AGENCY AUDITOR

1. System Requirements No lack of compliance noted No opinion provided

2. Accounting Standards No lack of compliance noted No opinion provided

3. USSGL at Transaction Level No lack of compliance noted No opinion provided
ARCHITECT OF THE CAPITOL 139 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

SECTION 4 • OTHER INFORMATION

OFFICE OF INSPECTOR GENERAL MISSION

The Office of Inspector General (OIG) promotes efficiency, effectiveness and economy to deter 

and prevent fraud, waste, abuse and mismanagement in Architect of the Capitol (AOC) programs 

and operations. We do this through value-added, transparent, impactful, and independent audits, 

inspections and evaluations, and investigations. We strive to positively affect the AOC and 

benefit the taxpayer while keeping the AOC and Congress fully informed. 

INTRODUCTION

The OIG submits this Statement of Management Opportunities and Performance Challenges 

(Statement) in support of the AOC’s Performance and Accountability Report (PAR) for fiscal 

year (FY) 2022 under best practice guidance identified in the Reports Consolidation Act of 2000

and Office of Management and Budget Circular A-136. This statement includes the most 

significant management opportunities and performance challenges facing the AOC as determined 

by the OIG and based on OIG trend analyses and observations, as well as information uncovered 

during the performance of our oversight responsibilities. 

DEVELOPMENTS IMPACTING THE AOC IN FY 2022 

Many AOC programs and operations conducted in FY 2022 endured during the COVID-19 

pandemic, which required them to sustain challenges and constraints, such as functioning with 

reduced staff. Likewise, peer organizations operating on the Capitol campus, such as the U.S. 

Capitol Police, continued with reduced staff, thereby highlighting safety and security concerns in 

conducting programs and operations. Additionally, the events at the Capitol on January 6, 2021, 

continues to bring safety and security issues to the forefront. 

The OIG recognizes the AOC’s accomplishments in performing its core mission amid these 

challenges and highlights the management opportunities and performance challenges noted 

herein to support effectiveness and efficiency and to detect and deter fraud, waste and abuse 

within AOC programs and operations. 

The Inspector General’s Statement of Management 

Opportunities and Performance Challenges
ARCHITECT OF THE CAPITOL 140 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

SECTION 4 • OTHER INFORMATION

MANAGEMENT OPPORTUNITIES & PERFORMANCE CHALLENGES

The challenges in the following list, in no order, illustrate the most significant areas the OIG 

believes need improvement for the AOC to effectively manage its resources and minimize the 

potential for fraud, waste and abuse occurring within the AOC’s programs and operations. 

Addressing the issues related to these challenge areas will enable the AOC to increase 

operational efficiencies and improve mission effectiveness. These challenges are marked as new, 

renewed or closed for the fiscal year.

1. Human Capital Management: Employee

Wellness and Culture of Employee

Misconduct & Noncompliance.

2. Accessibility, Auditability & Records

Retention.

3. Cyber Security.

4. Whistleblower Protections.

5. Balancing Safety, Security &

Preservation.

6. Working Capital Fund.

7. Waste & Accountability.

1. HUMAN CAPITAL MANAGEMENT: EMPLOYEE WELLNESS AND

CULTURE OF EMPLOYEE MISCONDUCT & NONCOMPLIANCE

Renewed for FY 2022 

Years Included: 2011-2014, 2019-2022 

Key OIG Resources

• Architect of the Capitol (AOC) employee misused their position and violated both AOC and a private

contractor’s policies (2022-0014-INVI-P)

• Architect of the Capitol (AOC) Senior Manager Accused of Negotiating with Vendors and Obligating

Funds in Violation of the Anti-deficiency Act and AOC Policy (2020-0013-INVI-P)

• Architect of the Capitol (AOC) employee misuses AOC identification (ID) to gain access to

unauthorized areas of the U.S. Capitol building while utilizing Sick Leave (2022-0012-INVI-P)

• AOC employee attended personal medical appointments on government time with a government

vehicle (2022-0011-INVI-P)

• Accusations of Reprisal and Abuse of Authority against two Architect of the Capitol (AOC) Senior

Leaders (2022-0008-INVI-P)

• Architect of the Capitol (AOC) Employees Violated the AOC Standards of Conduct and Ethics

Policies by Wagering on the Outcome of the 2020 Presidential Election and Engaging in Political

Conversation While on Duty (2022-0005-INVI-P)

• Alleged favoritism towards AOC Construction Contractors (2022-0004-INVI-P)

• Architect of the Capitol (AOC) Supervisor threatened a subordinate employee and misused AOC

issued Information Technology Division (ITD) resources to portray nudity (2022-0003-INVI-P)

The Inspector General’s Statement of Management 

Opportunities and Performance Challenges (continued)
ARCHITECT OF THE CAPITOL 141 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

SECTION 4 • OTHER INFORMATION

• Architect of the Capitol (AOC) Supervisor Conducted Outside Employment Without Prior Approval

for Several Years (2022-0002-INVI-P)

• Architect of the Capitol (AOC) Employee Displayed their Personal Firearm to another Employee on

U.S. Capitol Grounds in 2016 (2022-0001-INVI-P)

• Architect of the Capitol (AOC) Employee Forged Medical Documentation (2021-0017-INVI-P)

• Two Architect of the Capitol (AOC) Employees found to Violate Time and Attendance Policy and

Procedures by Swapping Identification Cards (2021-0016-INVI-P)

• Architect of the Capitol (AOC) Employee Heckled U.S. Capitol Police (USCP) Officers while

entering Controlled Access Points (2021-0014-INVI-P)

• Supervisors Failed to Provide Adequate Oversight While Employees Took One-Hour Lunches for

Years (2021-0007-INVI-P)

• Flash Report Series – Architect of the Capitol’s (AOC) Emergency Preparedness Ahead of the

January 6, 2021, U.S. Capitol Event (2021-0002-IE-P)

• Architect of the Capitol (AOC) Office of Inspector General (OIG) Management Advisory Report –

2022-0002-INVM-P – U.S. Capitol Visitor Center (CVC) Safety Concerns

Why This Is a Challenge 

Human capital management is a broad 

category of personnel-related activities that

encompasses hiring and retention, benefits, 

payroll, training, wellness, and employee 

and labor relations. From this broad 

category, this FY, we noted an increase in 

employee-on-employee violence and 

continued to note, as discussed in previous 

Statements, inconsistent application across 

jurisdictions in awarding employee 

discipline and holding employees 

accountable for their actions resulting in a 

culture of misconduct and noncompliance. 

One of the AOC’s core workplace values 

under the organizational restructuring and 

transformation is Safety (RISE: Respect, 

Integrity, Safety, Empower). Under the 

Safety value, AOC personnel are governed 

by the foundation of “safety always” so that 

all can feel safe, make safe and be safe. 

A general definition of occupational health 

and safety is to promote and maintain the 

highest degree of all workers’ physical, 

mental and social well-being. It is the 

AOC’s duty to ensure, so far as is 

reasonably practicable, the health, safety and 

welfare of all employees at work. 

The AOC has both employee wellness and 

safety programs. The AOC maintains 

employee wellness guidance and support via 

the Human Capital Strategic Plan Fiscal 

Year 2022-2026, Employee Assistance 

Program and other Avenues of Assistance. 

The safety program provides guidance and 

support via the AOC Safety Manual, which

establishes the AOC’s safety policies and 

technical guidance, best management 

practices and standard operating procedures, 

Safety and Industrial Hygiene Program 

Audit Checklists, safety training and a 

process on how to report safety issues or 

concerns.

However, noting a year-over-year increase 

in reported employee-on-employee violence, 

The Inspector General’s Statement of Management 

Opportunities and Performance Challenges (continued)
ARCHITECT OF THE CAPITOL 142 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

SECTION 4 • OTHER INFORMATION

The OIG has determined that additional 

governance is needed to protect employees 

from workplace violence and promote 

employee wellness. Therefore, in addition to 

the need for sustained emergency 

preparedness as highlighted in challenge 

five (Balancing Safety, Security & 

Preservation), the AOC should consider 

strengthening current policies and practices 

related to employee wellness and safety. 

In line with the AOC’s core values, all 

employees should feel safe, make safe and

be safe — all principles that support both 

psychological and physical health and 

safety.

Likewise, consistency and compliance in the 

workplace are necessary to protect the safety

of its workforce and to achieve AOC’s 

strategic and operational goals. In order to 

operate effectively and efficiently, the AOC 

must strive to treat it employees equitably 

and fairly across all disciplines. 

To this end, the OIG continues to notice 

inconsistent application of and 

noncompliance to AOC polices and orders 

across many jurisdictions. Specifically, we 

continue to note inconsistent application of

AOC orders for awarding discipline for like 

offenses. 

The continued trend of AOC employee 

misconduct and noncompliance could be an 

indication that employees are confused or 

unaware of their role, responsibility and 

obligation to adhere to AOC policies and 

orders. AOC orders should be 

communicated, accessible and applied 

consistently across all jurisdictions to avoid 

potential fraud, waste and mismanagement, 

mitigate risks, and increase effectiveness 

and efficiency. 

We understand that keeping employees 

compliant with policies and regulations is a 

challenge, especially when there are updates 

or new regulations. However, the AOC must 

remain proactive to ensure that the AOC 

workforce receives effective and continuous 

training and communication. Setting clear 

expectations via strong policy and 

highlighting potential consequences will

help mitigate legal and safety risks for the 

AOC. 

2. ACCESSIBILITY, AUDITABILITY & RECORDS RETENTION

Renewed for FY 2022 

Years Included: 2017-2022 

Key OIG Resources

• Flash Report Series – U.S. Capitol Building Window Installation, Preservation and Repair: Before

and After January 6, 2021 (2022-0003-IE-P)

• Audit of Fiscal Year 2021 Financial Statements (OIG-AUD-2022-04)

• Architect of the Capitol Repetitively Reimbursed Small Dollar Amounts of Unallowable Costs to the 

Contractor on the Cannon House Office Building Renewal Project (OIG-AUD-2022-01)

The Inspector General’s Statement of Management 

Opportunities and Performance Challenges (continued)
ARCHITECT OF THE CAPITOL 143 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

SECTION 4 • OTHER INFORMATION

• Evaluation of the Architect of the Capitol’s Fleet Management Program (2021-0001-IE-P)

Why This Is a Challenge

We continue to recognize the AOC’s

challenge with executing standardized

procedures for recording all transactions, 

communications and significant events in a 

manner that allows documentation to be

readily available for examination. Our 

request for documentation has continued to 

take the AOC and its contractors a sizeable 

amount of time to gather and provide. Often, 

the OIG has also found that the requested 

documentation is either delayed, incomplete

or not provided. 

The AOC’s procedures on documentation do 

not promote a fully standardized process; 

therefore, the documentation maintained 

varies among staff and jurisdiction or office. 

Documentation should be appropriately 

detailed and organized, and contain 

sufficient information to support 

transactions, events and management

decisions. Effective documentation will 

provide a means to:

• Retain historical information of the 

transaction or event

• Mitigate the risk of having the

information limited to a few staff

• Communicate and make information 

available in a timely manner to external 

parties, such as external auditors

All transactions and events should be 

promptly recorded and documented to 

maintain relevance and value to AOC

management and third-party stakeholders. 

The documentation should apply to the

entire process or life cycle of a transaction 

or event from its initiation and authorization 

through its final status in summary records. 

Properly managed and maintained 

documentation with identified points of 

responsibility and contact would better 

support management decisions and allow for 

improved management reviews and 

auditability.

3. CYBER SECURITY

Renewed for FY 2022 

Years Included: 2017-2022 

Key OIG Resources

• Evaluation of the ITDs Inventory Accountability and Controls (2022-0002-IE-P)

• Architect of the Capitol (AOC) Employee Continued to Violate Standards of Conduct, Information 

Technology Division (ITD) Property and Rules of Behavior and Lied about Losing Four iPhones 

After Returning from 15-day Suspension (2021-0004-INVI-P 1st Supplemental) 

The Inspector General’s Statement of Management 

Opportunities and Performance Challenges (continued)
ARCHITECT OF THE CAPITOL 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

SECTION 4 • OTHER INFORMATION

Why This Is a Challenge

The AOC is responsible for the operations, 

maintenance, development and preservation 

of the Capitol campus. Additionally, it is 

responsible for effectively managing the

information technology (IT) used in AOC 

programs and operations and IT is 

increasingly integral to most facets of AOC 

programs and operations. The result is that 

IT devices and components are generally 

interdependent with disruption in one node 

impacting others.

Continued public and private data breaches 

and attacks underscore the importance of 

securing sensitive data and clearly 

demonstrate that the AOC is also vulnerable. 

Sophisticated attacks can result in

significant releases of information and 

potential damage to the AOC’s IT 

infrastructure, as well as the security of the 

Capitol campus. 

Further, the OIG continues to note policy

gaps that allow the use of personal

applications on government-issued devices, 

thus potentially providing opportunity to 

breach networks. To this end, the AOC 

should strengthen its de minimis use policies 

and consider updates to affected orders. 

In an era of ever-increasing cyber threats, 

the major challenges the AOC faces are 

effectively applying security policies and

practices and implementing cyber security. 

The AOC must continue to emphasize

protecting its own data and IT systems while 

marshaling the necessary resources and tools 

to protect privacy and defend systems from 

intrusion, attacks and unauthorized access. 

4. WHISTLEBLOWER PROTECTIONS

Renewed for FY 2022 

Years Included: 2017-2022 

Key OIG Resources

• Office of Congressional Workplace Rights Recommendations for Improvements to the Congressional

Accountability Act – 117th Congress

• Architect of the Capitol (AOC) Supervisor Accusations of Abuse of Power, Mismanagement and 

Reprisal (2022-0009-INVI-P)

• Accusations of Reprisal and Abuse of Authority against two Architect of the Capitol (AOC) Senior 

Leaders (2022-0008-INVI-P)

• Architect of the Capitol (AOC) Senior Manager Accused of Negotiating with Vendors and Obligating 

Funds in Violation of the Anti-deficiency Act and AOC Policy (2020-0013-INVI-P)

Why This Is a Challenge

The OIG’s independent hotline continues to 

be our greatest source of tips and complaints 

regarding fraud, waste and abuse within 

AOC programs and operations. We continue 

The Inspector General’s Statement of Management 

Opportunities and Performance Challenges (continued)
ARCHITECT OF THE CAPITOL 145 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

SECTION 4 • OTHER INFORMATION

to treat all allegations with the utmost 

concern and consideration. We also continue 

to treat all complainants with the utmost 

respect and give their claims full 

consideration. We emphasize that they need 

not fear that the OIG will release their 

identity without their permission.

Further, we continue to receive complaints 

from persons who wish to remain 

confidential due to their fear of reprisal for 

reporting concerns to the OIG. While it is 

encouraging to see a willingness to report 

fraud, waste and abuse, AOC leadership has 

the responsibility to ensure employee 

confidence in reporting programs. 

Likewise, AOC leadership has a 

responsibility to provide a safe work 

environment free from reprisals against 

those who do report. To do this, the AOC 

should reward integrity and emphasize to 

management that employees who “see 

something and say something” are not 

subject to reprisal. 

Employees should not be in fear of 

retribution or retaliation after reporting a

crime or violation to the OIG or their own 

management. A single instance of reprisal 

could cause a chilling effect on the reporting 

of information.

We recognize that legislation is required to 

fully address this issue for the Legislative 

Branch as a whole and that AOC does 

maintain a policy guarding against

retaliation. However, the AOC may consider 

strengthening its own policies for 

whistleblower protections as other agencies 

have done and/or working with Congress to 

include statutory whistleblower protections. 

5. BALANCING SAFETY, SECURITY & PRESERVATION

Renewed for FY 2022 

Years Included: 2019-2022 

Key OIG Resources

• Flash Report Series – U.S. Capitol Building Window Installation, Preservation and Repair: Before

and After January 6, 2021 (2022-0003-IE-P)

• Evaluation of the Architect of the Capitol’s Security Badging Program (2022-0001-IE-P)

• Architect of the Capitol (AOC) Employee Displayed their Personal Firearm to another Employee on 

U.S. Capitol Grounds in 2016 (2022-0001-INVI-P)

• Architect of the Capitol (AOC) Supervisor Suspected of Wasteful Spending for a Third Time (2021-

0019-INVI-P)

• Architect of the Capitol (AOC) Employee Heckled U.S. Capitol Police (USCP) Officers while 

entering Controlled Access Points (2021-0014-INVI-P) 

• Architect of the Capitol (AOC) Office of Inspector General (OIG) Management Advisory Report – 

2022-0002-INVM-P – U.S. Capitol Visitor Center (CVC) Safety Concerns

The Inspector General’s Statement of Management 

Opportunities and Performance Challenges (continued)
ARCHITECT OF THE CAPITOL 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

SECTION 4 • OTHER INFORMATION

Why This Is a Challenge

The AOC’s mission of “Serve, Preserve, 

Inspire” recognizes the desire that all

construction and renewal projects maintain 

the historical heritage of the Capitol campus.

This effort is done, in part, through the use 

of historically accurate, custom-designed 

and manufactured pieces, such as 

plasterwork and moldings, security bollards 

and barricades, security systems and 

devices, and ironwork, which can add 

substantial costs and time to these projects.

For example, some security projects or 

project components could include modified 

commercial-off-the-shelf solutions versus 

specific, engineered or tailored elements. 

Projects of this nature should give due

consideration of alternatives to include 

materials and designs used while accounting 

for planning and cost schedules that 

maintain the balance between safety and 

security risks in addition to vulnerabilities

with preservation and heritage.

Emergency preparedness is also a key 

component of balancing safety and security 

with preservation and heritage, and the OIG

continues to note issues with consistency

and implementation across the campus. The

events at the U.S. Capitol on January 6, 

2021, and other persistent threats against the 

Capitol campus highlight the need for

sustained emergency preparedness and smart

processes for accessing its many buildings 

and structures. It is critical to ensure that 

AOC employees, contractors and visitors 

know their roles and responsibilities both 

daily and during an emergency. 

Additionally, the AOC should consider 

additional coordination efforts with other 

Capitol campus stakeholders to develop a 

comprehensive antiterrorism/force

protection program and centralized badging 

management process for access to the

Capitol campus.

6. WORKING CAPITAL FUND

Renewed for FY 2022 

Years Included: 2019-2022 

Key OIG Resources

• Evaluation of the Architect of the Capitol’s Fleet Management Program (2021-0001-IE-P)

• Government Accountability Office Architect of the Capitol—Proposal for Establishment of a 

Working Capital Fund (B-328065) 

Why This Is a Challenge

The management of large construction 

projects and other programs that cross 

multiple funding streams pose both 

challenges and risks to the AOC that are not 

typical to other agencies. Though adequate 

planning and design can mitigate some of 

The Inspector General’s Statement of Management 

Opportunities and Performance Challenges (continued)

146
ARCHITECT OF THE CAPITOL 147 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

SECTION 4 • OTHER INFORMATION

these challenges, unforeseen circumstances 

can increase vulnerabilities and costs, and 

create inefficiencies. To offset these, the 

AOC establishes policies and standard 

operating procedures per jurisdiction,

though some reach across the agency. 

There are many integral AOC jurisdictional 

redundancies due to the lack of a working 

capital fund to include vehicle fleet

management and other decentralized 

decision making. This issue creates

inefficiencies, waste and duplications of 

effort that could be mitigated through

centralized efforts.

7. WASTE & ACCOUNTABILITY

Renewed for FY 2022 

Years Included: 2018-2022 

Key OIG Resources: 

• Evaluation of the Information Technology Division’s Inventory Accountability and Controls (2022-

0002-IE-P)

• Audit of the Architect of the Capitol’s Unliquidated Obligations (OIG-AUD-2021-06)

• Architect of the Capitol (AOC) Supervisor Suspected of Wasteful Spending for a Third Time (2021-

0019-INVI-P)

• Supervisors Failed to Provide Adequate Oversight While Employees Took One-Hour Lunches for

Years (2021-0007-INVI-P) 

Why This Is a Challenge

Waste is the extravagant careless, or 

needless expenditure of AOC funds, or the 

consumption of AOC property that results 

from deficient practices, systems, controls or 

decisions. Intent is not necessarily a factor to

defining waste. To date, the OIG has

identified nearly $2 million in dollar-related 

findings such as questioned costs or funds 

put to better use from wasteful practices. 

We have noted ambiguous language and 

directives within current AOC policies and

orders or lacking directives altogether, such 

as no policy or definition within existing 

policies for waste. 

The ambiguities reflect a vague definition of 

waste, a lack of well-defined or required

roles and responsibilities, and inconsistent 

record keeping practices – in line with other 

challenges. AOC policies and orders also 

lack comprehensive accountability standards 

pertaining to the wasteful use of government

resources such as inclusion of waste in the 

discipline matrix. 

In multiple instances, the OIG has identified

substantiated cases of wasteful actions and

behaviors that occur without the appropriate 

consequence per AOC policy. 

The Inspector General’s Statement of Management 

Opportunities and Performance Challenges (continued)
ARCHITECT OF THE CAPITOL 148 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

SECTION 4 • OTHER INFORMATION

Related, the OIG has regularly observed 

inconsistencies in holding staff accountable 

for their actions that have the potential to 

create an agency culture where recurrent 

instances of wasting government and 

taxpayer resources could become 

commonplace. Some recent examples the 

OIG has encountered of actions that have 

gone without consequence include 

duplication of effort for records

management and storage and insufficient 

inventory and tracking of IT devices

assigned to AOC personnel. We noted in 

previous Statements the AOC has loose 

inventory controls for assigned property, 

which is a contributing factor to waste. 

These examples give the appearance of

allowing wasteful practices and positions the 

AOC for increased risk and financial loss if 

not properly addressed through policy, 

internal controls and setting the tone at the 

top. AOC senior leaders should 

acknowledge and address waste and hold 

staff accountable for wasteful practices.

Finally, waste and inconsistent

accountability results in issues with 

employee retention, and increases the 

opportunity for fraud, waste and abuse by 

creating a perception and culture of 

allowability. 

The Inspector General’s Statement of Management 

Opportunities and Performance Challenges (continued)
ARCHITECT OF THE CAPITOL 149 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

SECTION 4 • OTHER INFORMATION

CONCLUSION

All federal agencies have areas in which improvements are needed. This Statement is written

from the OIG’s perspective and should be understood in that context. The AOC has much to be 

proud of as it has worked to reduce or eliminate elements of the previous years’ challenges. The 

progress made on these opportunities is very encouraging, and the management challenges noted 

in this Statement will serve to improve the AOC’s efforts to prevent and detect fraud, waste and

abuse, as well as improve the effectiveness and efficiency of its programs and operations. As the 

OIG finds additional, specific challenges, we will inform management with findings and 

recommendations via audits, inspections and evaluations, investigations, and management 

advisories. The intent of these findings and recommendations is to improve the AOC’s 

operations to meet its overall mission to “Serve, Preserve, Inspire” and to support the AOC by 

decreasing the potential for fraud, waste, abuse and mismanagement. 

The Inspector General’s Statement of Management 

Opportunities and Performance Challenges (continued)
ARCHITECT OF THE CAPITOL 150 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

SECTION 4 • OTHER INFORMATION

Payment Integrity

Improper Payments

The Payment Integrity Information Act of 2019 (PIIA) requires 

federal agencies to reduce improper and erroneous payments. 

OMB Circular A-123, Appendix C, Requirements for Payment 

Integrity Improvement, also provides improper payment 

reporting guidance. Detailed information on improper 

payments for the U.S. government is available online at: 

www.paymentaccuracy.gov. The AOC does not have any 

programs that were designated by the OMB as high priority and, 

therefore, the AOC’s data is not included on this website. As a 

legislative branch agency, the AOC is not subject to PIIA nor to 

the related OMB guidance and does not have a formal improper 

payments program. Therefore, the AOC also does not provide 

payment accuracy data to the OMB for display on its website. 

Nonetheless, as part of the internal control and risk assessment 

program, the AOC monitors payment accuracy and refers to PIIA 

and OMB Circular A-123, Appendix C for guidance.

By agency policy, the AOC conducts quarterly financial 

reviews (QFR) of its jurisdiction-level program obligations and 

spending. These reviews have improved the reliability of the 

AOC’s financial statements and budget execution reports. The 

Chief Financial Officer manages the reviews and uses them to 

identify inaccurate payments and determine the effectiveness of 

controls over obligation and payment processes. This fiscal year, 

the AOC continued its implementation of a new QFR process to 

address the untimely de-obligation of unliquidated obligations. 

An AOC-developed application automates the validation of 

open obligations throughout the organization.

The AOC does not administer programs for grants, benefits 

or loans. The AOC’s most significant expenses are payroll 

and employee benefits, which are administered by the U.S. 

Department of Agriculture’s shared-service provider, the 

National Finance Center. The AOC’s most substantial nonpayroll 

expenses are its payments to vendors for construction efforts, 

professional services and goods procured during normal 

operations. More information on the AOC’s monitoring 

efforts is included in Section 1: Management’s Discussion 

and Analysis under Management Assurances and Other 

Financial Compliances.

Do Not Pay Initiative 

The Treasury’s Do Not Pay Initiative provides resources 

for agencies to review payment eligibility for purposes of 

identifying and preventing improper payments to vendors. 

The AOC uses the Treasury’s IPP, a secure online platform, to 

centralize its invoice payment process. The IPP partners with 

the Treasury’s Do Not Pay business center to help prevent and 

reduce improper payments in a cost-effective manner. As such, 

through its IPP deployment, the AOC improves its payment 

accuracy.

Grants Oversight and New Efficiency Act 

The Grants Oversight and New Efficiency Act requires all federal 

agencies to report a listing of federal grants awarded and 

the closeout status of each awarded grant. The AOC does not 

administer any federal grant programs.
ARCHITECT OF THE CAPITOL 151 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

SECTION 4 • OTHER INFORMATION

Real Property Capital Planning

The OMB provides guidance on federal real property 

reporting. While current OMB guidance excludes the reporting 

requirement for agencies that provide an annual document 

describing their real property portfolio to the Federal Real 

Property Council, the AOC (a legislative branch agency) does 

not submit its real property information to the council. As a 

result, the AOC continues to deliver its real property portfolio 

information as part of this report.

The AOC’s mission includes the responsibility for a unique 

real estate portfolio. As a best practice and in the interest 

of transparency, the AOC presents its total managed square 

footage for the current fiscal year as compared to the FY 2015 

baseline in Table 20. The total square footage reported includes 

all real property under the AOC’s care. In addition to office and 

inventory storage facilities, the real property portfolio includes 

a variety of property that is distinct to the AOC and its wideranging mission: congressional committee rooms, legislative 

chambers, a court chamber, exhibition space, a botanic 

conservatory, plant production facilities, a visitor center, gift 

shops, restaurants, a power plant, utility tunnels, book storage 

modules and other sites. As shown, the total square footage 

increased over the FY 2015 baseline, primarily due to the 2017 

transfer of responsibility for the O’Neill House Office Building 

from the GSA.

As the AOC’s real property needs are mission-driven, its 

footprint has increased to meet the needs of its congressional 

stakeholders and those who work within and visit the Capitol 

campus. The agency is committed to using its facilities as 

efficiently as possible. This includes workplace strategies such 

as supporting the maximum use of telework. To reduce the 

operations and maintenance costs associated with its real 

property portfolio, the AOC implemented several efficiency 

improvements. The improvements included enhancing 

building system controls and performance monitoring 

capabilities to reduce energy and water use, implementing 

cogeneration technology at the Capitol Power Plant and using 

energy savings performance contracts (ESPC) to fund energy 

savings improvements.

TABLE 20: Real Property Baseline Comparison

FY 2015 BASELINE (ROUNDED) FY 2022 (ROUNDED)

CHANGE FROM BASELINE

(INCREASE/DECREASE)

Total Square Footage 

(in Millions) More than 17.4 More than 18.4 Increase by 1.0

The U.S. Capitol Building is among the most architecturally impressive and symbolically important buildings in the world. In 

addition to its active use by Congress, the U.S. Capitol is a museum of American art and history. Each year, it is visited by an 

estimated 3 to 5 million people from around the world.
ARCHITECT OF THE CAPITOL 152 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

SECTION 4 • OTHER INFORMATION

Energy and Sustainability Program 

Management Report 

As stewards of the Capitol campus and its off-site facilities, 

the AOC is required to meet annual reductions in energy 

consumption under the Energy Policy Act of 2005 and the Energy 

Independence and Security Act of 2007. This report was created 

to inform Congress and the public of the AOC’s progress on 

meeting its efficiency goals as well as its future commitments to 

sustainability and water efficiency. It includes details on energy 

expenditures and savings estimates, energy management, 

conservation projects and future priorities.

This fiscal year was a challenging but rewarding year for the 

AOC’s energy and sustainability efforts. The AOC is seven years 

into its ambitious performance requirements and trending close 

to its FY 2025 energy reduction goals. As shown in Figure 29, 

the AOC reduced energy consumption by 48.3 percent from 

its FY 2003 baseline. The AOC sustainability strategy focuses 

on energy, water, high-performance buildings and sustainable 

waste management, with successes such as:

 Achieving energy intensity reduction progress of 48.3 percent, 

despite significant increases in energy consumption due to 

enhanced air quality and ventilation rates

 Initiating retro-commissioning efforts in the Rayburn and 

Longworth House Office Buildings, the CVC, and the Russell 

and Dirksen Senate Office Buildings to enhance energy 

efficient operations

 Initiating planning efforts for an ESPC for AOC buildings 

that will install LED lighting upgrades and solar photovoltaic 

systems, providing up to 4 megawatts on-site solar 

renewable energy annually

 Continuing the Critical Campus Power Study to provide resilience 

to Capitol campus buildings in the event of utility system issues

 Performing energy audits at the Longworth, Russell and 

Dirksen Buildings and the CVC; the audits highlight focus 

areas for potential improvements and investments for energy 

efficient operations

 Using a new digital control technician career ladder position 

across the Capitol campus to recruit technicians capable of 

using advanced automated building control systems

 Reducing greenhouse gas emissions by 52 percent from the 

FY 2006 baseline, exceeding the FY 2022 reduction goal of 

35 percent

Energy Expenditures and Savings Estimates

The agency’s implementation of multiple ESPCs, a utility energy 

service contract (UESC), and other infrastructure investments 

have saved the AOC more than $200 million in cost avoidances 

and reduced the agency’s long-term energy demand. 

From FY 2015 to FY 2022, the AOC voluntarily continued its 

partnership with stakeholders to manage one of the federal 

government’s most effective energy and sustainability 

programs. This fiscal year, the most impactful energy savings 

efforts included performance improvements through retrocommissioning and the completion of the Library Buildings 

and Grounds’ ESPC project. As detailed in Table 21, the AOC 

used approximately $478 million in direct appropriations 

toward efficiency improvements at the Capitol Power Plant 

and performance improvements such as building automation 

and lighting upgrades. Further, the ESPCs implemented at the 

U.S. Capitol Building and the House and Senate office buildings 

during previous years continue to generate savings. In FY 2022, 

the ESPC for the Library of Congress buildings contributed 

to energy savings from the completion of lighting and 

mechanical work.

Energy Management and Conservation Projects

The AOC incorporates energy conservation and sustainable best 

practices into major design and construction projects executed 

The AOC performed critical repair and maintenance throughout the utility tunnel network that distributes steam and chilled 

water from the Capitol Power Plant across the Capitol campus.
ARCHITECT OF THE CAPITOL 153 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

SECTION 4 • OTHER INFORMATION

on the Capitol campus. The agency aims to protect and reinvest 

in the environment, while minimizing the agency’s total lifecycle ownership costs of its facilities. 

The AOC promotes energy, water and sustainability initiatives, 

with a focus on performance metrics, metering, commissioning, 

building automation, recycling and integrated design. The 

FY 2022 targets included:

 44 percent energy reduction (from FY 2003 baseline): goal met 

 35 percent greenhouse gas emissions reduction (from 

FY 2006 baseline): goal met 

 30 percent water use reduction (from FY 2008 baseline): 

goal met 

 50 percent diversion of building occupant waste: goal not met 

 90 percent diversion of construction and demolition debris: 

goal not met

 10 percent of waste compostable: goal met 

 Enhanced energy and sustainability communications toward 

improved conservation, sustainable practices, health and 

wellness: goal met

Improving energy and sustainability performance provides:

 Financial benefits from reduced operating costs 

 Customer service payoffs from increased client satisfaction 

and improved reputation 

 Agency payoffs from reduced staff risks; innovative tools and 

data to increase facility performance

In FY 2022, the AOC:

 Employed cost-effective strategies to meet sustainability 

targets: The agency focused attention on building energy 

performance plans, energy audits, sustainability project 

scorecards and sharing best practices across jurisdictions to 

reduce operating costs and conserve resources. 

TABLE 21: FY 2022 Investments in Energy and Water Management

SOURCES OF INVESTMENT DIREC T APPROPRIATIONS FY 2022 ANNUAL GOAL-SUBJEC T ENERGY SAVINGS (MMBTU)

Energy and Sustainability Program Expenditures $477,681 70,839

ESPC/UESC EXPENDITURES FY 2022 ANNUAL PAYMENTS

GUARANTEED ANNUAL

COST SAVINGS FINAL PAYMENT

House Office Buildings ESPC $4,729,294 $4,760,254 FY27

Senate Office Buildings ESPC $4,609,248 $4,716,195 FY27

U.S. Capitol Building ESPC $1,587,054 $2,420,559 FY22

Capitol Power Plant Cogeneration UESC $3,218,533 $3,218,533 FY37

Library Buildings and Grounds ESPC $3,953,555 $4,172,221 FY39

FY 2022 Annual Payment Total $18,097,684 $19,287,762

Note: The table includes corrections for calculation errors, excess project energy, baselining new buildings and cogeneration site versus source credit. Annual consumption 

and cost figures do not reflect final FY 2022 expenditures. Energy savings are measured in million British Thermal Units (MMBTU), the measure of energy content in fuel.

 

FIGURE 29: The AOC’s Energy Intensity Reduction Commitments and Results
ARCHITECT OF THE CAPITOL 154 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

SECTION 4 • OTHER INFORMATION

 Used public-private partnerships: Several major energy 

and sustainability improvements have been funded through 

public-private partnerships, such as multiple ESPCs and 

a UESC (in total $200 million has been invested in energy 

improvements financed by energy savings). In FY 2022, 

the AOC completed the Library Buildings and Grounds’ 

ESPC project. This highly successful project is exceeding its 

guaranteed energy savings performance targets.

 Continued retro-commissioning: The AOC employed 

retro-commissioning to address malfunctioning equipment, 

automation and control logic deviations.

 Established a Community of Practice: An agencywide 

Community of Practice was established to promote 

sustainability education, facilitate information-sharing and 

engage employees across the agency in sustainable practices.

Future Priorities to Ensure Compliance 

The AOC will continue to identify cost-effective opportunities 

to improve energy and water performance, reliability and 

environmental conditions in its buildings. In FY 2022, building 

ventilation systems continued to operate with extended schedules 

and enhanced filtration in response to the COVID-19 pandemic. 

This type of operation significantly added to energy consumption 

but is expected to be a temporary increase until such time that 

buildings can return to normal operations. Projects such as the 

Library Buildings and Grounds’ ESPC, the Cannon Renewal and 

building retro-commissioning will ensure that the AOC maintains 

high levels of energy reduction. The cornerstones of the energy 

and sustainability program are to maintain and optimize existing 

building performance through operational improvements and 

control strategies, to make incremental improvements through 

small-scale retrofits and equipment replacements, to continue longterm and interim building performance metrics and track them 

through metering and data analytics, and to ensure operations and 

maintenance staff receive appropriate training. The EAM strategic 

objective will support energy conservation efforts by bringing 

together energy consumption and performance data within an 

enterprise-level asset management system.

Data Tables 

The data tables (Tables 22, 23, 24 and 25) provide a summary of 

the AOC’s progress in meeting its requirements under the Energy 

Policy Act of 2005 and the Energy Independence and Security Act 

of 2007. The data presented in these tables include corrections 

for calculation errors, excess project energy, baselining new 

buildings and the cogeneration site versus source credit. Annual 

consumption and cost figures do not reflect final FY 2022 

expenditures.

Key for Energy Tables:

BBTU Billion British Thermal Units

CHW Chilled Water

GSF Gross Square Feet

KBTU Thousand British Thermal Units

KCF Thousand Cubic Feet

KGal Kilogallons

kWh Kilowatt Hours

MMBTU Metric Million British Thermal Units

MWh Megawatt Hours

Short Ton A unit of weight equal to 2,000 pounds

TABLE 22: EPAct Goal

UTILITY TYPE

CONSUMPTION

UNITS

ANNUAL 

CONSUMPTION

ANNUAL COST

($ IN THOUSANDS)

UNIT COST 

($)

UNIT OF

MEASURE

SITE

DELIVERED 

BBTU

ESTIMATED 

SOURCE BBTU

Electric MWH 177,676.0 $20,917.9 $0.12 /kWh 606.2 1,903.5 

Fuel Oil KGal 86.8 $280.4 $3.23 /Gallon 12.1 12.1 

Natural Gas KCF 1,345,187.0 $9,424.4 $7.01 /KCF 1,345.2 1,412.4 

Coal Short Ton 0.0 $0.0 $0.00 /Short Ton 0.0 0.0 

Purchased Steam BBTU 21.7 $108.6 $5.00 /MMBTU 21.7 48.3 

Site/Source Credit* BBTU (418.4) /MMBTU (418.4)

Excluded Steam BBTU (151.7) ($6,059.0) $39.95 /MMBTU (151.7) (216.7)

Excluded CHW BBTU (17.5) ($379.1) $21.67 /MMBTU (17.5) (22.2)

Excluded Security BBTU (2.8) ($43.5) $15.50 /MMBTU (2.8) (8.8)

PURCHASED RENEWABLE

Electric MWH 17,255.1 $2,031.5 $0.12 /kWh 58.9 0.0 

Other BBTU /MMBTU

Totals BBTU 1,453.8 $26,281.2 1,453.7 3,128.6 

FY 2022 Goal Subject Buildings 

Gross Square Feet (Thousands) 16,850.0 FY 2022 Goal Subject Buildings Actual KBTU/GSF 86.3 185.7 
ARCHITECT OF THE CAPITOL 155 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

SECTION 4 • OTHER INFORMATION

TABLE 23: EPAct Goal Excluded Buildings

UTILITY TYPE

CONSUMPTION

UNITS

ANNUAL 

CONSUMPTION

ANNUAL COST

($ IN THOUSANDS)

UNIT COST 

($)

UNIT OF

MEASURE

SITEDELIVERED 

BBTU

ESTIMATED 

SOURCE BBTU

Electric MWH 34,998.5 $4,120.4 $0.12 /kWh 119.4 375.0 

Fuel Oil KGal 403.1 $1,303.0 $3.23 /Gallon 56.4 56.4 

Natural Gas KCF 28,368.3 $198.7 $0.01 /KCF 28.4 29.8 

Coal

Purchased Steam

Excluded Steam BBTU 151.7 $6,059.0 $39.95 /MMBTU 151.7 216.7 

Excluded CHW BBTU 17.5 $379.1 $21.67 /MMBTU 17.5 22.2 

Excluded Security BBTU 2.8 $43.5 $15.50 /MMBTU 2.8 8.8 

Purchased Renewable

Electric MWh 

Other BBTU 

Totals BBTU 376.2 $12,103.7 376.2 708.9

FY 2022 Goal Excluded Buildings 

Gross Square Feet (Thousands) 1,083.3 FY 2022 Goal Excluded Buildings Actual KBTU/GSF 207.5 391.0 

TABLE 24: Goal Performance

ENERGY MANAGEMENT REQUIREMENT

FY 2003

KBTU/GSF FY 2022 KBTU/GSF

PERCENT CHANGE

FY 2003–FY 2022 FY 2022 GOAL TARGET

Reduction in Energy Intensity in 

Facilities Subject to EPAct Goals 166.930 86.276 (48.3%) (44.0%)

RENEWABLE ENERGY REQUIREMENT

RENEWABLE ELEC TRICIT Y 

USE (MWH)

TOTAL ELEC TRICIT Y 

USE (MWH) PERCENTAGE

Eligible Renewable Electricity Use as 

a Percentage of Total Electricity Use 17,255 229,930 7.5%

WATER INTENSIT Y REDUC TION GOAL

FY 2007

GALLONS/GSF

FY 2022 

GALLON/GSF

PERCENT CHANGE 

FY 2007–FY 2022 FY 2022 GOAL TARGET

Reduction in Potable Water 

Consumption Intensity 28.2 12.8 (54.6%) 30.0%

SUSTAINABLE WASTE MANAGEMENT PERFORMANCE METRIC FY 2022 GOAL FY 2022 ACTUAL

Divert Building Occupant Waste Waste Diverted/ 

Total Occupant Waste 50.0% 36.0%

Reduce, Reuse and Recycle 

Construction and Demolition Debris

Waste Diverted/ 

Total Construction 

Waste

90.0% 86.0%

Compost Nonconstruction Waste Waste Diverted/ 

Total Occupant Waste 10.0% 7.0%

TABLE 25: Other Energy and Water Information

UTILITY METERING

NUMBER OF BUILDINGS 

METERED METERED AREA (GSF)

PERCENT OF BUILDINGS 

METERED

PERCENTAGE OF AOC

ADVANCED METERING

Electric 79 21,373,419 100% 90%

Steam 27 19,514,362 99% 99%

Natural Gas 22 1,768,311 100% 0%

Chilled Water 25 16,251,351 99% 99%

Potable Water 29 buildings 

8 other 17,381,130 99% with meters 66% estimated 65%

COGENERATION OPERATIONAL PERIOD OPERATIONAL DAYS

SITE VS. SOURCE CREDIT 

(BBTU) TOTAL MWh PRODUCED

Capitol Power Plant 

Combined Heat and Power

Oct 2021 

thru Sep 2022 300 418.4 52,399.1
ARCHITECT OF THE CAPITOL 156 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

SECTION 4 • OTHER INFORMATION

Small Business Accomplishments Report

As a best practice, the AOC voluntarily reports the agency’s 

performance against its small business procurement goals. The 

AOC procurement authority is separate from the Competition 

in Contracting Act and other laws affecting the executive 

branch, and the AOC is not authorized by law to use the Small 

Business Act for set-aside programs or subcontracting plans. 

However, the procurement authority does provide discretion 

in the level of competition required when using small purchase 

procedures for open market purchases. To direct more business 

opportunities to the small business community, the AOC 

created a small business subcontracting program and a small 

business set-aside program for small purchases of $250,000 

or less. The agency also works collaboratively with the U.S. 

Small Business Administration to implement and operate small 

business programs.

The AOC established socioeconomic goals through its 

small business programs for prime contract awards to small 

businesses; small, disadvantaged businesses; women-owned 

small businesses; veteran-owned small businesses; servicedisabled, veteran-owned small businesses; and Historically 

Underutilized Business Zone (HUBZone) small business 

concerns. In FY 2022, as shown in Table 26, the AOC’s goal 

was to award 65 percent of all agency contracts to small 

businesses. The percentage of awards to the various small 

business categories within this goal is also shown. The AOC 

exceeded the goals for every category of small business 

concerns through increased visibility in the small business 

community, consultations with small business concerns, 

ongoing data collection efforts on the types of businesses that 

the AOC uses and actively seeking small business concerns for 

small purchases. 

TABLE 26: Small Business Program Accomplishments, October 1, 2021, to September 30, 2022

CATEGORY GOAL ACHIEVEMENTS* GOAL MET?

Small Business 65.0% 73.6% Yes

Small Disadvantaged Business 8.0% 19.7% Yes

Women-Owned Small Business 11.0% 16.0% Yes

Veteran-Owned Small Business 4.0% 5.9% Yes

Service-Disabled, Veteran-Owned 

Small Business 1.0% 1.8% Yes

HUBZone Small Business 1.0% 2.4% Yes

* Contract awards may fall under more than one category.

The multiphase exterior restoration of the U.S. Capitol Building will extend the life expectancy of deteriorated stone and 

replace missing architectural elements on the building.
ARCHITECT OF THE CAPITOL 157 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

SECTION 4 • OTHER INFORMATION

The Architect of the Capitol Human Resources Act, 2 U.S.C. § 

1831 (HR Act) requires the AOC to evaluate its personnel 

management system for compliance with the requirements of 

the HR Act and all other relevant laws, rules and regulations. 

The agency provides the results of this evaluation on an annual 

basis to the Speaker of the House of Representatives, the House 

Office Building Commission, the Senate Committee on Rules 

and Administration and the Joint Committee on the Library. The 

personnel management system includes: 

 A fair employment system 

 Equal employment opportunity/affirmative action programs 

 Classification of positions 

 Employee training and development 

 A performance appraisal system 

 A fair and equitable system to address misconduct and 

performance 

 An employee assistance program 

 Absence and leave 

Fair Employment System 

The HR Act requires the AOC to have a human resources system 

that ensures the agency appoints and promotes personnel 

based on merit and fitness, and to achieve this through fair 

and equitable consideration of all applicants and employees 

via open competition. The agency complies with the HR Act by 

promoting fairness in hiring and promoting through policies 

and procedures that ensure a diverse workforce through equal 

employment opportunities, with selection and advancement 

being determined based on operational requirements and 

candidates’ knowledge, skills and abilities. 

The Career Staffing Plan policy, AOC Order 335-1, provides 

uniformity in conducting and documenting the recruitment and 

hiring process. This policy is consistent with best practices in the 

public and private sectors. 

Program Highlights: 

Reopening the U.S. Capitol Visitor Center and Resuming the 

Summer Internship Program

To assist with the reopening of the U.S. Capitol Visitor Center 

(CVC) during the COVID-19 pandemic, the Human Capital 

Management Division’s (HCMD) Talent Acquisition and 

Classification Branch facilitated and managed the acquisition 

and onboarding of 45 new CVC employees. The new hires 

consisted largely of Visitor Guides and Visitor Assistants to 

support and effect a positive and welcoming experience for 

visitors to the Capitol campus. 

The AOC’s summer internship program also resumed for the first 

time since the pandemic, hiring 65 interns for various offices and 

jurisdictions. This effort included comprehensive research and 

advisory services to develop new summer internship positions 

focused on interdisciplinary engineering. 

Virtual Job and Information Fair

Pursuant to the Human Capital Strategy, the AOC hosted 

its first Virtual Career and Information Fair. The fair was 

open to the public and broadly advertised, particularly on 

USAJOBS, LinkedIn and Eventbrite. The event was also open to 

employees, as well as contract employees at agency-affiliated 

restaurants who were interested in learning more about career 

opportunities. The fair included an agency overview, current 

position vacancies and detailed information on the application 

process and federal benefits. It ended with a personal story of 

career advancement from an employee, who was promoted 

from a custodial worker to an architect after earning his 

undergraduate degree. The event also featured presentations by 

two senior leaders about their jurisdictions, customer base and a 

typical day in the life of an AOC employee. Over 200 participants 

received information about the career opportunities, as well 

as comprehensive guidance on how to apply for current 

position vacancies. 

Equal Employment Opportunity/Affirmative 

Action Programs 

The HR Act requires the AOC to have an equal employment 

opportunity program that includes an affirmative employment 

program for employees and applicants. The HR Act also requires 

that the AOC has procedures for monitoring its progress in 

ensuring a diverse workforce. The Diversity, Inclusion and 

Dispute Resolution (DI/DR) office carries out the agency’s 

Equal Employment Opportunity Program, outlined in Policy 

Memorandum 24-2c, Equal Employment Opportunity. The AOC 

hires and advances individuals based on merit without regard to 

race, color, sex, religion, age, national origin, sexual orientation, 

Human Capital Management Report 
ARCHITECT OF THE CAPITOL 158 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

SECTION 4 • OTHER INFORMATION

gender identity or disability. The DI/DR office monitors 

employment data to promote affirmative employment, assists 

employees in addressing and resolving concerns and upholds 

the commitment to a diverse and respectful work environment 

that is free of harassment, discrimination and retaliation. The DI/

DR office also promotes full access and integration for qualified 

individuals with disabilities into the workforce through the 

Reasonable Accommodation Program.

Program Highlights: 

The AOC Chooses Civility Initiative

The long-running civility initiative is the cornerstone of the 

diversity and inclusion program, designed for promoting 

inclusiveness and respect in the workplace. The initiative focuses 

on employee interaction, delivering civility training to senior 

leaders, supervisors and employees, providing civility toolkits 

to senior leaders, and distributing program information to 

employees and offices across the agency. During FY 2022, the 

DI/DR office refreshed in-house promotional materials related 

to the civility initiative (e.g., posters, employee handouts, etc.) 

throughout shops and offices. The DI/DR office also developed a 

new video for employees, titled AOC Chooses Civility, designed 

to reinforce the agency’s 10 principles of civility and their value 

among colleagues in the workplace. Additionally, the DI/DR 

office provided civility toolkits to all agency senior leaders and 

supervisors. The toolkits were supplied over 10 consecutive 

months and focused on a specific principle of civility each month. 

The materials, intended for use in monthly staff meetings and 

other employee-focused discussions, provided useful information 

that reinforced habits of civility and respect in the workplace. 

Cultural Behaviors Transformation

In October 2020, the AOC launched an agencywide 

organizational transformation with Cultural Behaviors 

Transformation as one of its strategic objectives. This objective 

is designed to strengthen the AOC’s values and empower 

employees to practice those values every day. This strategic 

objective will be accomplished by engaging personnel 

throughout the agency in group skill-building sessions 

aimed at improving employee and stakeholder experiences 

in the workplace. At the end of the fiscal year, more than 

750 employees had engaged in group sessions and Cultural 

Behaviors Transformation activities aimed at building a positive 

workplace culture.

Prevention of Sexual Harassment Training

AOC policy requires staff to complete harassment training 

annually. This fiscal year, the DI/DR office delivered an 

interactive online prevention of sexual harassment course. The 

course was expanded to include general harassment, bystander 

intervention and learning scenarios set in construction and 

industrial settings, in addition to typical office scenarios. The 

course also had an extra component for supervisors and was 

well-received by employees at all levels. 

Conciliation Program

The AOC Conciliation Program enables the investigation of 

allegations of discrimination and addresses potential violations 

of other employee safeguards involving family and medical 

leave, veteran and service-related employment rights, wage 

concerns and retaliation. The program offers confidential 

counseling and assistance to employees who are experiencing 

any type of workplace conflict or who are engaged in 

employment-related disputes. During FY 2022, the Conciliation 

Program continued to accept employee and management 

concerns and worked across the agency to resolve complaints 

or concerns initiated through the program.

Diversity, Inclusion and Dispute Resolution Office 

Reporting Hotline

The AOC provides a hotline for employees to report any 

concerns related to equal employment opportunity or 

harassment. The 24/7 service affords callers the opportunity 

to speak with live consultants who will listen and notate their 

statements and promptly deliver the information to the 

DI/DR office.

Classification of Positions 

The HR Act requires the AOC to have a system for the 

classification of positions that considers the difficulty, 

responsibility and qualification requirements of the work 

performed, and which conforms to the principle of equal pay 

for substantially equal work. The classification system fosters 

internal equity for employees with comparable qualifications 

and responsibilities for their respective occupations. The 

AOC uses federal guidelines for the classification of General 

Schedule and Wage Grade positions and to determine duties, 

responsibilities, qualification requirements, position titles, 

series and grade levels.12 The AOC pays prevailing rates to 

employees in recognized trades or in unskilled or skilled manual 

labor occupations, as well as work leaders and supervisors. 

The AOC also has exempt personnel positions that are Senior 

Rated. Employees in these positions serve at the pleasure of 

the Architect of the Capitol. The classification program also 

seeks equity with similar positions in the external nonfederal 

sector. AOC Order 532, Pay Under the Architect’s Wage System, 

provides agency policy on position classifications and employee 

compensation determinations. Section 1: Management’s 

Discussion and Analysis depicts the organizational structure as 

well as the number of positions in each jurisdiction. 

12 Title 5 U.S.C. § 5349 requires that rates for AOC employees be fixed and 

adjusted consistent with the public interest and in accordance with prevailing 

rates. OPM classification standards provide information on the occupational 

series, title, grade and pay system for positions performing white collar work in 

the federal government.
ARCHITECT OF THE CAPITOL 159 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

SECTION 4 • OTHER INFORMATION

Program Highlights: 

Skilled Trades Job Studies

The AOC began a comprehensive effort to study skilled trades 

positions, including its mission critical and hard-to-fill positions. 

These job studies ensure that positions are properly classified 

and graded and are comparable to other government agencies. 

They also evaluate salaries for skilled trades positions against 

labor market compensation rates for comparable positions. 

Preparation for these studies starts with assessing the prior 

position reviews and determining the existing scope of the 

study by assessing changes in the agency’s organizational 

structure as well as the job series and types of positions. 

Positions are classified in accordance with the U.S. Office of 

Personnel Management (OPM) classification standards. 

Development of New Position Descriptions

The AOC developed and approved over 300 new job position 

descriptions and migrated them into an internal reference 

library that is available for use by management officials. 

Employee Training and Development 

The HR Act requires the AOC to have an employee training 

and development program that has among its goals improved 

performance and opportunities for advancement. The program 

provides training for employees to develop desired behaviors, 

familiarity with industry standards and job-related knowledge, 

skills and abilities. Employees receive training and development 

in accordance with their position, resulting in stronger 

technical competency and desired workplace behaviors. AOC 

Order 410-1, Training and Employee Development, provides 

agency policy for employee training and development.

Program Highlights: 

Employee and Supervisory Training During COVID-19

The AOC continued to suspend all in-person training sessions 

to adhere to the Office of Attending Physician (OAP) and 

public health guidelines on social distancing during the 

pandemic. However, since FY 2015, the agency has continued 

the AOC Supervisory Academy (ASA). The ASA is essential 

in providing technical and leadership skills that supervisors 

need to successfully manage personnel. In FY 2022, the AOC 

continued to meet the training needs of supervisors by offering 

virtual training academies with segmented, synchronous and 

asynchronous blended learning. Through two virtual sessions, 

38 new supervisors received training, raising the number of 

overall trained supervisors to 619. To complement and further 

expand the comprehensive academy approach, the AOC Leads 

Academy trained 15 team leaders and work leaders. These 

sessions incorporated the new agency vision statement as well 

as endorsed leadership philosophies. Training efforts continued 

the development and retention of a team of supervisors 

capable of engaging and empowering employees, leading and 

managing the performance of others and ensuring the efficient 

and effective achievement of the agency’s mission and vision. 

Participative synchronous online instruction through ZoomGov 

and Skype provided supervisors technical competence and 

critical leadership skills. The asynchronous training included 

various online courses with subject matter experts and was 

hosted internally on the agency’s learning management 

system, AOC Learn. 

AOC University 

To prepare employees for greater performance excellence, 

professional development and career growth, the 

AOC continued developing plans for the creation and 

implementation of AOC University. AOC University is essential 

to the Human Capital Strategy, as it will ensure employees the 

greatest opportunity to develop the skills they need to succeed 

in their jobs. Through the provision of training and professional 

development opportunities, AOC University will support 

employees and maximize their performance. 

The establishment of AOC University is a far-reaching strategic 

objective, which involves a phased development approach 

that began in FY 2022 to reach a full operating capacity in 

the future. Once fully established, AOC University will foster 

individual and organizational learning and knowledge that 

drives business results and supports employees in achieving 

their career goals. AOC University will support the growth 

and retention components of the Human Capital Strategy by 

providing opportunities for all employees to strengthen their 

skills and capabilities based on professional career paths and 

learning goals.

In FY 2022, the AOC used a benchmarking report to create a 

business model that addresses the agency’s training needs. 

This model outlines the benefits of equipping AOC University 

to provide enterprisewide core competency and professional 

growth training and development programs, while maintaining 

current authorities for training that are unique to the agency’s 

various business and operational units. In addition, the AOC 

completed a gap analysis for training needs using cost-based 

operating model recommendations and identified the need to 

create a corporate-style university structure. In collaboration 

with the AOC University Cross-Functional Team, as well as other 

agency partners and executive leaders, the AOC established 

a staffing strategy and organizational structure and began 

developing a resource planning mechanism for future support. 

To support the business processes within this corporate-style 

learning organization, the AOC is drafting a technology strategy 

to identify the technical enhancements needed to support 

the expanding learning management system functionalities 

and future technological advancements. In addition, the 

development of a comprehensive evaluation methodology 

and strategy was initiated to measure progress towards AOC 

University’s organizational and programmatic performance 

goals. As one of the final FY 2022 activities, the AOC created 
ARCHITECT OF THE CAPITOL 160 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

SECTION 4 • OTHER INFORMATION

and staffed a Chief Learning Officer position, which will provide 

direction for the upcoming launch of AOC University early next 

fiscal year.

Enhancements of AOC Learn 

This fiscal year, the AOC further enhanced the functionality of 

AOC Learn, a customized learning management system. Major 

enhancements included modifications to the “My Training 

Plan” functionality, which can now capture customizable and 

position-related safety training requirements (in addition to 

the existing mandatory training courses) and track reoccurring 

training requirements based on an employee’s specific role 

and duties. This enhancement displays upcoming due dates 

for reoccurring safety training and indicates if an employee is 

overdue in any safety requirement. Implementation of email 

notifications and a system of reminder schedules also provide 

awareness of upcoming or delinquent training requirements. 

Reporting capabilities were also further advanced to capture the 

status of required trainings. Jurisdiction training coordinators 

and other designated users received training on creating and 

using these required training reports. These enhancements 

provide a proactive approach to unique and reoccurring 

employee training. Table 27 provides a listing of the most 

completed agency-sponsored training in FY 2022.

Performance Appraisal System 

The HR Act requires the AOC to have a formal performance 

appraisal system that will permit the accurate evaluation of job 

performances based on objective criteria. The Performance 

Communication and Evaluation System (PCES) is based on the 

OPM’s Performance Management System but is tailored to the 

AOC’s unique mission. The PCES links individual work elements 

to the Bridge Strategic Plan, strengthens communication 

between supervisors and employees, improves individual 

and organizational performance, provides recognition and 

rewards, and addresses unmet performance requirements. 

AOC Order 430-1, Performance, Communication and Evaluation 

System, provides the agency’s performance management 

system policy. AOC Order 430-2, Performance Management for 

Exempt Personnel, provides the performance review policy for 

exempt personnel.

Program Highlights: 

Strengthening the Performance, Communication and 

Evaluation System

The AOC has worked for multiple years to reengineer the PCES, 

beginning in 2019 when a cross-jurisdictional working group 

evaluated the performance management program. Since 

then, the group has researched and identified opportunities 

to strengthen the performance management process to 

provide meaningful evaluations and better align employee 

performance with the AOC’s mission, vision and core values. 

This fiscal year, the AOC continued preparations for the 

implementation of its reengineered performance management 

process by recording the new process in an electronic 

performance management system and finalizing the policy to 

align the performance evaluation period with the fiscal year. 

Training for the new process began in September 2022 and the 

electronic system will launch in the first quarter of FY 2023.

Fair and Equitable System to Address Misconduct 

and Performance 

The HR Act requires the AOC to have a fair and equitable system 

in place to address unacceptable conduct and performance 

by employees, including a general statement of violations, 

sanctions and procedures, as well as a formal grievance 

system. The AOC has a progressive discipline policy that 

aligns with OPM’s Managing Federal Employees’ Performance 

Issues or Misconduct reference materials but is tailored to 

the agency’s unique mission. AOC Order 752-1, Discipline, as 

well as applicable collective bargaining agreements (CBA) 

specify uniform procedures for disciplinary actions designed 

to address and correct inappropriate employee conduct.13 AOC 

Order 430-1, Performance, Communication and Evaluation 

System, provides the agency’s policy to address unacceptable 

performance. Like the discipline policy, applicable CBAs include 

the AOC’s policy for unacceptable performance. All AOC 

employees have access to the AOC’s Human Resources policy 

manual via the agency’s intranet. 

13 The AOC’s current CBAs include American Federation of State, County and 

Municipal Employees (AFSCME) Council 20, Local 626; AFSCME Council 20, 

Local 658; International Brotherhood of Electrical Workers (IBEW), Local 121; 

Sheet Metal, Air, Rail and Transportation Workers, Local 100; United Association 

of Journeymen and Apprentices of the Plumbing and Pipefitting Industry of the 

United States and Canada (“Plumbers”), Local 5.

TABLE 27: Most Completed Agency-Sponsored 

Training in FY 2022 

Controlled Unclassified Information 3,070

Know Your Rights/Avenues of Assistance 

for Employees 2,682

Employee: Preventing Discrimination 

and Harassment 2,165

Cyber Security Awareness 1,112

Fraud Awareness 490

Cyber Security Awareness 437

Supervisor: Preventing Discrimination 

and Harassment

429

COVID-19 Pandemic Operations Video 323

Spills and Skills Non-Emergency HazMat 

Spill Response

305

Standards of Conduct 282
ARCHITECT OF THE CAPITOL 161 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

SECTION 4 • OTHER INFORMATION

AOC Order 752-1, Discipline, provides a table of typical penalties 

for infractions. A formal grievance procedure is available 

to all employees. If a union represents an employee, then 

the AOC affords the employee formal grievance procedures 

under the appropriate CBA. Otherwise, the AOC affords the 

employee formal grievance procedures under AOC Order 

771-1, Grievances.

The AOC evaluates each instance of misconduct against the 

“Douglas Factors,” which are established criteria espoused by 

OPM to ensure that agencies impose an appropriate penalty 

for employee misconduct. The AOC also reviews comparable 

disciplinary cases to ensure consistency. Likewise, the AOC 

is consistent in its handling of performance deficiencies. 

Regular reporting to the Architect of the Capitol ensures 

further consistency. Appropriate coaching and accountability 

are important principles in addressing misconduct and 

performance issues. 

Program Highlights:

The AOC continued to evaluate ways to strengthen its human 

capital policies in FY 2022, in support of a fair and equitable 

process for addressing misconduct and performance. In 

conjunction with a new performance management system, 

the AOC began revising the associated directive, AOC Order 

430-1, to strengthen the performance management process, 

help employees understand their performance expectations 

by setting clear goals aligned with the mission and encourage 

continuous feedback and coaching. Training sessions 

launched in September 2022 focused on teaching managers 

and supervisors how to develop clear Specific, Measurable, 

Achievable, Relevant and Timebound (SMART) goals and 

provide the necessary feedback to enhance performance. The 

revised AOC Order 430-1 will be released in FY 2023.

Additionally, the AOC increased insight into the disciplinary 

process, including a timeline for discipline, to bring awareness 

to the need to act on disciplinary matters expediently. A revised 

disciplinary policy streamlining the handling of disciplinary 

matters is expected to be completed in FY 2023. 

Employee Assistance Program 

The HR Act requires the AOC to provide services dealing with 

mental health, alcohol abuse, drug abuse and other employee 

problems, while ensuring employee confidentiality. AOC 

Order 792-1, Employee Assistance Program (EAP), defines the 

agency’s program to meet this requirement. The program 

helps employees define the problem, develop a plan of 

action, develop new or strengthen existing skills and identify 

resources for problem resolution. Program services include 

initial assessment, short-term problem resolution, consultation, 

referral to community services and follow-up services. 

Participation in the EAP is voluntary, and the agency provides 

the program to employees and their immediate families free 

of charge (although employees are responsible for outside 

services). The AOC maintains confidentiality for employee 

participants and does not share employee personal information 

without a signed release. 

The EAP seeks to address the whole person as the AOC 

recognizes that employee wellness fosters a safe and healthy 

work environment. 

Program Highlights: 

During ongoing challenges related to the COVID-19 pandemic, 

the EAP broadly expanded to provide support to the workforce 

and their family members. Through supplemental contract 

support, employees now have 24/7 telephone access to Espyr’s 

TalkNow, which offers confidential counseling support delivered 

by qualified behavioral health professionals. In addition, 

employees have unlimited access to the Espyr behavioral health 

website, which offers resources for monthly webinars, articles, 

tools, videos, trainings and screenings at any time. 

Throughout the year, the EAP responded to management 

requests for consultations and workplace presentations, 

including providing grief education and support, suicide 

awareness and prevention and stress management classes. The 

EAP provided information and resources on handling stress 

associated with the pandemic environment and to various 

events on the Capitol campus. The EAP Program Manager 

In July 2022, the Human Capital Strategic Plan was 

published, setting the five-year strategy to ensure 

the agency has the highly skilled workforce needed 

to accomplish its mission. 
ARCHITECT OF THE CAPITOL 162 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

SECTION 4 • OTHER INFORMATION

provided presentations to staff on topics including loss and 

grief, grief support and resources, critical incident support and 

return-to-work tips for the CVC worksite. 

The EAP has been a central component of the agency’s 

internal pandemic response, delivering the care and assistance 

employees needed through support and counseling, as well 

as the provision of pertinent information related to individual 

and community health, safety and well-being. This fiscal year, 

the EAP presented information related to mental health and 

emotional issues associated with the pandemic. The EAP 

continues to provide ad hoc counseling and assist the agency 

and its employees in navigating the traumatic impact of 

the pandemic.

Absence and Leave 

The HR Act requires the AOC to have a formal policy statement 

regarding the use and accrual of sick and annual leave that 

the agency provides to all employees. The AOC provides 

comprehensive leave programs to maintain a productive 

workforce and helps employees meet their personal and 

family needs. The agency has included its formal statement 

regarding the use and accrual of sick and annual leave in AOC 

Order 630-1, Absence and Leave; AOC Order 630-2, Family 

and Medical Leave; and AOC Order 610-1, Alternative Work 

Schedules. The policies cover the use and accrual of sick and 

annual leave, advanced annual and sick leave, compensatory 

time, leave without pay and other forms of leave, as well as 

provide the procedures to ensure the uniform and consistent 

administration of leave programs. The policies comply with 

federal regulations and the Office of Congressional Workplace 

Rights’ regulations on the Family and Medical Leave Act. 

Employees receive these policies during onboarding and have 

access to the policies on the agency intranet. Additionally, 

employees received the policies through the Employee Guide, 

policy memorandums and an extended absences brochure. 

Program Highlights: 

Leave and COVID-19

The AOC has remained agile in responding to the COVID-19 

pandemic and the unprecedented impact it has had on the 

workforce and operations. For instance, when the provisions of 

the Families First Coronavirus Response Act ended on December 

31, 2020, the AOC continued to provide coverage in support of 

employees experiencing childcare challenges. The agency has 

also ensured that its workforce is aware of and understands 

pandemic-related leave entitlements. 

The AOC has consistently provided communications regarding 

vaccinations, including written guidance to employees 

encouraging vaccinations. In FY 2022, the AOC expanded 

administrative leave to employees who voluntarily elected to 

receive the full COVID-19 or booster vaccinations to eight hours. 

The AOC also developed a vaccination attestation portal and 

hosted in-person attestation assistance events for employees 

throughout the Capitol campus to assist contact tracing and 

provide quarantine guidance.

The AOC provides up-to-date guidance and support 

to managers and supervisors, particularly through the 

maintenance of Employee and Supervisory Toolkits that offer 

comprehensive guidance to address routine questions and 

other pandemic-related topics. 

Oversight and Evaluation 

The HR Act requires the AOC to develop a system of oversight 

and evaluation to ensure that the agency’s personnel 

management system meets the requirements of the HR Act 

and complies with all other relevant laws, rules and regulations. 

The AOC has developed the following system of oversight and 

evaluation to meet these requirements: 

Chief Human Capital Officer. The Chief Human Capital Officer 

has oversight responsibility for the agency’s human capital 

programs, including talent acquisition, position classifications, 

employee training and development, the performance 

appraisal system, a fair and equitable system to address 

misconduct and performance, employee assistance and 

absence and leave. 

Director of Diversity, Inclusion and Dispute Resolution.

The DI/DR Director has oversight responsibility for the equal 

employment opportunity, affirmative employment, reasonable 

accommodation, diversity and inclusion and dispute 

resolution programs. 

Office of Inspector General (OIG). The OIG provides 

independent oversight by auditing and evaluating various 

human capital programs. 

Affirmative Employment Program (AEP) Report. The AEP 

Report provides statistics on the diversity of the AOC’s 

workforce, which measures the effectiveness of initiatives 

intended to ensure workforce diversity. The AEP Report includes 

workforce data by jurisdiction and job group, personnel activity 

and compensation level. 

Annual Review of Policies. AOC Order 4-1, Issuing Policy 

and Procedural Guidance, requires regular review of agency 

policies. The AOC reviews its human resources policies annually 

to ensure the policies are compliant with federal statutes and 

continue to meet evolving agency needs. Throughout this 

fiscal year, the AOC has developed, renewed and reissued 

policies affecting the human resources program. These policies 

were adjusted to conform to evolving federal guidance and to 

respond to the emerging needs of the workforce. 
ARCHITECT OF THE CAPITOL 163 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

SECTION 4 • OTHER INFORMATION

 

 

 

 

 

 

 

 

 

 

 

 

Infographic : Human Capital by the Numbers
ARCHITECT OF THE CAPITOL 164 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

Appendices
ARCHITECT OF THE CAPITOL 165 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

TABLE 28: Architects of the Capitol 

NAME DATES OF 

SERVICE BIOGRAPHY

Dr. William Thornton 1793 www.aoc.gov/about-us/history/architects-of-the-capitol/

dr-william-thornton

Benjamin Henry Latrobe

1803–1811

1815–1817

www.aoc.gov/about-us/history/architects-of-the-capitol/

benjamin-henry-latrobe

Charles Bulfinch 1818–1829 www.aoc.gov/about-us/history/architects-of-the-capitol/

charles-bulfinch

Thomas Ustick Walter 1851–1865 www.aoc.gov/about-us/history/architects-of-the-capitol/

thomas-ustick-walter

Edward Clark 1865–1902 www.aoc.gov/about-us/history/architects-of-the-capitol/

edward-clark

Elliott Woods 1902–1923 www.aoc.gov/about-us/history/architects-of-the-capitol/

elliott-woods

David Lynn 1923–1954 www.aoc.gov/about-us/history/architects-of-the-capitol/

david-lynn

J. George Stewart 1954–1970 www.aoc.gov/about-us/history/architects-of-the-capitol/jgeorge-stewart

George M. White, FAIA 1971–1995 www.aoc.gov/about-us/history/architects-of-the-capitol/

george-m-white-faia

Alan M. Hantman, FAIA 1997–2007 www.aoc.gov/about-us/history/architects-of-the-capitol/

alan-m-hantman-faia

Stephen T. Ayers, FAIA, CCM, LEED AP 2010–2018 www.aoc.gov/about-us/history/architects-of-the-capitol/

stephen-t-ayers-faia-leed-ap

J. Brett Blanton 2020–Present www.aoc.gov/about-us/history/architects-of-the-capitol/jbrett-blanton

Appendix A

Architects of the Capitol

The position of the Architect of the Capitol has a legacy rooted 

in the beginnings of Washington, D.C., when President George 

Washington selected Dr. William Thornton’s design for the 

U.S. Capitol Building. For his indelible impact on the national 

landscape, Dr. Thornton is honored as the first “Architect of 

the Capitol.” Table 28 lists the 12 individuals who have held 

the position Architect of the Capitol, along with their dates 

of service. 

APPENDICES

Dr. William Thornton
ARCHITECT OF THE CAPITOL 166 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

APPENDICES

TABLE 29: Major AOC Facilities

FACILIT Y LOCATION

YEAR BUILT OR ACQUIRED

(If property was acquired after the year built, the AOC’s 

acquisition date appears in parentheses)

ASSIGNED (A)

OR LEASED (L)

CAPITOL BUILDING

U.S. Capitol Building Washington, D.C. Construction started in 1793, various other 

dates for multiple expansions

A

CAPITOL GROUNDS AND ARBORETUM

Summerhouse Washington, D.C. 1880 A

Capitol Square Washington, D.C. 1894 A

Robert A. Taft Memorial and Carillon Washington, D.C. 1959 A

Union Square Washington, D.C. Transferred 2011 A

CAPITOL POWER PLANT

Generator Building Washington, D.C. 1909 A

Main Boiler Plant Washington, D.C. 1909 A

Cogeneration Plant (formerly East Refrigeration 

Plant) Washington, D.C. 1937 A

Administration Building Washington, D.C. 1978 A

West Refrigeration Plant Washington, D.C. 1978 and various dates for later 

expansions

A

Utility Tunnels Washington, D.C. Various dates A

Coal Yard Facilities Washington, D.C. Various dates A

HOUSE OFFICE BUILDINGS

Cannon House Office Building Washington, D.C. 1908 A

Longworth House Office Building Washington, D.C. 1933 A

Rayburn House Office Building Washington, D.C. 1965 A

East and West House Underground Garages Washington, D.C. 1968 A

Ford House Office Building Washington, D.C. 1939 (Transferred 1974) A

House Page Dormitory Washington, D.C. 1940 (Transferred 1986) A

O’Neill House Office Building Washington, D.C. 1963 (Transferred 2017) A

LIBRARY BUILDINGS AND GROUNDS

Thomas Jefferson Building Washington, D.C. 1897 (Transferred 1922) A

John Adams Building Washington, D.C. 1938 A

James Madison Memorial Building Washington, D.C. 1980 A

St. Cecilia’s Special Services Facilities Center Washington, D.C. 1990 (Transferred 1991) A

Congressional Campus, which includes:

Fort Meade Warehouse Buildings Fort Meade, MD 1942 (Transferred 1993) A

Fort Meade Collection Storage Modules Fort Meade, MD

Module 1: 2002, Module 2: 2005, Modules 

3 and 4: 2009, Module 5: 2017, Module 6: 

In Progress

A

Appendix B

Major Facilities Under the AOC’s 

Care

As the builder and steward of the buildings and grounds of the 

Capitol campus, the AOC is responsible for many of the most 

iconic buildings of the federal legislative and judicial branches. 

Table 29 lists the major facilities under the AOC’s stewardship, 

organized by the respective organizational unit.
ARCHITECT OF THE CAPITOL 167 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

APPENDICES

TABLE 29: Major AOC Facilities

FACILIT Y LOCATION

YEAR BUILT OR ACQUIRED

(If property was acquired after the year built, the AOC’s 

acquisition date appears in parentheses)

ASSIGNED (A)

OR LEASED (L)

Packard Campus for 

Audio-Visual Conservation Culpeper, VA 2007 A

Collections Storage Facility Landover, MD 2016 L

Logistics Storage Facility Landover, MD 2017 L

U.S. Copyright Office Storage Facility Landover, MD 2021 L

OFFICE OF THE CHIEF ENGINEER (CONSTRUCTION DIVISION)

Construction Division Shops Washington, D.C. Estimated 1950s (1982) A

Construction Division Warehouse Landover, MD 2016 L

OFFICE OF THE CHIEF SECURITY OFFICER

Eney, Chestnut, Gibson Memorial Building Washington, D.C. 1930 (Transferred 1986) A

Vehicle Maintenance Facility Washington, D.C. 1930 A

Courier Acceptance Facility Washington, D.C. 1980 A

Canine Facility Washington, D.C. 1996 (Transferred 2004) A

Fairchild Building Washington, D.C. 2004 A/L

Interim Off-Site Delivery Washington, D.C. 2006 A

Government Publishing Office Washington, D.C. 2005 L

Verizon Building Washington, D.C. 2011 L

SENATE OFFICE BUILDINGS

Russell Senate Office Building Washington, D.C. 1909 A

Senate Underground Garage Washington, D.C. 1932 A

Dirksen Senate Office Building Washington, D.C. 1958 A

Hart Senate Office Building Washington, D.C. 1982 A

Daniel Webster Page Residence Washington, D.C. 1930 (Transferred 1993) A

107 D Street, NE Washington, D.C. 1885 A

Senate Sergeant At Arms (SSAA) Office Support 

(Postal Square) Washington, D.C. 1992 L

Senate Storage Building Washington, D.C. 1993 A

Senate Employees’ Child Care Center Washington, D.C. 1998 A

SSAA/Secretary of the Senate 

Warehouse Facility Landover, MD 2005 L

GPO — Senate Furniture/Refinishing Washington, D.C. 2007 L

Senate Mail Handing Facility Landover, MD 2008 A

SSAA Printing, Graphics and Direct Mail Facil-ity Landover, MD 2011 L

GPO — SSAA Cabinet Washington, D.C. 2012 L

SUPREME COURT BUILDING AND GROUNDS

Supreme Court of the United States Washington, D.C. 1935 A

Thurgood Marshall Federal Judiciary Building Washington, D.C. 1992 A

U. S. BOTANIC GARDEN

Administration Building Washington, D.C. 1931 A

Bartholdi Fountain and Gardens Washington, D.C. 1932 A

Conservatory and surrounding gardens Washington, D.C. 1933 A

Production Facility Greenhouse, Headhouse Washington, D.C. 1993 A

Storage Facility Washington, D.C. 2017 A

U.S. CAPITOL VISITOR CENTER

U.S. Capitol Visitor Center* Washington, D.C. 2008 A

* Note: While the visitor services operations at the U.S. Capitol Visitor Center are performed by the U.S. Capitol Visitor Center jurisdiction, its facility 

maintenance is managed by the Capitol Building jurisdiction.

(continued)
ARCHITECT OF THE CAPITOL 168 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

APPENDICES

Appendix C

The AOC Operational Jurisdictions

The AOC has 10 operational jurisdictions, each with distinct responsibilities for maintenance, operation, development, preservation 

and services for a specific area of the Capitol campus. As part of the AOC’s reorganization last fiscal year, nine of the jurisdictions were 

realigned to report directly to the Chief of Operations. The Capitol Police Buildings, Grounds and Security jurisdiction is aligned under 

the Chief Security Officer. The AOC receives a separate appropriation for each jurisdiction. Table 30 identifies the nine jurisdictions 

operating under the Chief of Operations and their corresponding responsibilities. This section supplements the major agency 

accomplishments described in Section 1: Management’s Discussion and Analysis and highlights each jurisdiction’s additional 

FY 2022 operational achievements and FY 2023 priorities in support of the AOC’s mission.

TABLE 30: The AOC Operational Jurisdictions Reporting to the Chief of Operations

Capitol Building: Responsible for the life-cycle maintenance, operations and care of the U.S. Capitol, the centerpiece of the Capitol campus, and 

for the maintenance of the U.S. Capitol Visitor Center.

Capitol Grounds and Arboretum: Responsible for preserving and maintaining 286 acres of historic landscape and grounds infrastructure across 

Capitol Hill.

Capitol Power Plant: Responsible for providing centralized utility services for Capitol Hill and maintaining and operating the Capitol Power Plant, 

which provides steam and chilled water to heat and cool the U.S. Capitol and 22 other facilities.

House Office Buildings: Responsible for the life-cycle maintenance, operations and care of the facilities supporting the office and committee 

space for the Members of the U.S. House of Representatives and their staff.

Library Buildings and Grounds: Responsible for the life-cycle maintenance, operations and care of the Library of Congress facilities and grounds.

Senate Office Buildings: Responsible for the life-cycle maintenance, operations and care of the facilities supporting the office and committee 

space for U.S. senators and their staff.

Supreme Court Building and Grounds: Responsible for the life-cycle maintenance, operations and care of the Supreme Court of the United 

States, the Thurgood Marshall Federal Judiciary Building and the surrounding grounds.

U.S. Botanic Garden: Responsible for the maintenance, operation and care of the U.S. Botanic Garden Conservatory, the outdoor gardens, support 

facilities, the Bartholdi Fountain and Gardens and other heritage assets and plant collections, as well as visitor services at the USBG.

U.S. Capitol Visitor Center: Responsible for visitor services and general operations at the U.S. Capitol Visitor Center, including informational 

exhibitions, a restaurant, two orientation theaters, an auditorium and gift shops.
ARCHITECT OF THE CAPITOL 169 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

APPENDICES

Key Accomplishments

Maintained Historic Masonry: The jurisdiction cleaned and maintained 

several areas of the historic masonry located on the U.S. Capitol Grounds, 

including the iconic fountain on the lower West Front plaza of the 

U.S. Capitol. The jurisdiction also partnered with the AOC Construction 

Division to perform critical repairs to the Summerhouse, including 

dismantling and rebuilding the central water feature.

Established Grounds Management Service Levels: The jurisdiction 

participated in an agency pilot program to establish grounds management 

service levels based on professional industry benchmarks. The pilot defined 

grounds management expectations for employees and customers, thus 

connecting resources to desired performance outcomes.

Provided Emergency Support: The jurisdiction supported the U.S. 

Capitol Police and the AOC’s Chief Security Officer during emergency 

situations, First Amendment activities and special events. The support 

included responding to weather emergencies, installing blockade vehicles 

and ballast trucks and establishing measures to protect the historic grounds 

of the Capitol campus. The jurisdiction supported the 59th Presidential 

Inauguration, the return of in-person concerts on the National Mall, the 

National Law Enforcement Officers Memorial and others.

What’s Next? FY 2023 Priorities

Improve Space Management and Utilization: The jurisdiction will take 

a holistic approach to operations that align with Vision 2100. The jurisdiction 

will continue to optimize space use, reduce deferred maintenance of 

equipment and improve customer service.

Implement Grounds Service Levels: The jurisdiction will implement the 

grounds management service levels, allowing for enhanced services and 

performance, while improving its data collection. The jurisdiction hopes to 

leverage the service improvements to attain a Professional Grounds 

Management Society Green Star Award for landscape excellence.

Key Accomplishments

Prepared for the U.S. Capitol Reopening: The jurisdiction coordinated 

with the CVC to prepare for the reopening of the U.S. Capitol for public tours. 

Preparations included developing flexible operating, cleaning and service 

plans. In addition, the jurisdiction designed and installed custom acrylic 

shields for ticket counters, as well as gift shop and restaurant cashier stations, 

and performed enhanced cleanings of public dining and lounge areas.

Improved Senate Chamber Accessibility: The jurisdiction designed, 

fabricated and installed two elevator lifts in the U.S. Capitol’s Senate Chamber 

to provide ADA-compliant access to the dais. The lifts accommodate a standard 

wheelchair and provide fast and secure access from the floor to the intermediate 

and upper levels of the dais. The lifts were installed over recess periods so as not 

to interfere with the Senate’s business.

Initiated Energy Reduction Measures: The jurisdiction began 

implementing energy-saving measures identified in the FY 2021 energy 

audit, starting with projects that use in-house resources. The jurisdiction also 

continued a long-term effort to convert light fixtures to energy-efficient LEDs 

during renovations to the U.S. Capitol and the CVC.

What’s Next? FY 2023 Priorities

Improve Fire Safety: The jurisdiction will procure design-build services 

to install automatic sprinkler systems within the U.S. Capitol’s House and 

Senate extension attics. In addition, the jurisdiction will begin to design the 

automatic sprinkler systems for the facility’s first, second and third floors.

Develop Operational Performance Metrics: The jurisdiction will 

develop key metrics to measure and monitor operational performance. In 

FY 2023, jurisdiction management will develop a report with the collected 

data to disseminate to supervisors and staff and inform facility 

operational decisions.

Capitol Building

Capitol Grounds and Arboretum
ARCHITECT OF THE CAPITOL 170 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

APPENDICES

Key Accomplishments

Performed Critical Tunnel Repairs: The jurisdiction continued repair and 

maintenance projects throughout the utility tunnel network that distributes 

steam and chilled water across the Capitol campus. The project refurbished 

the concrete utility vaults to address delamination and water leakage. In 

addition, the jurisdiction awarded a long-term service contract for the 

maintenance, repair and operations support of the tunnel system.

Improved Data Reporting: To promote visibility and improve 

coordination of upcoming and ongoing work, the jurisdiction created a 

weekly utility services status report, as well as a new dashboard for all critical 

electric equipment. The reports include improved operational metrics for 

maintenance and environmental impact.

Continued Utility Master Plan Development: The jurisdiction 

continued work on the agencywide Utility Master Plan with an assessment 

of technical solutions. An advisory panel of national experts reviewed the 

assessments and developed recommendations. The completed plan will 

inform Vision 2100, the 20-Year Capitol Complex Master Plan and related fiveyear agency strategic plans.

What’s Next? FY 2023 Priorities

Execute Critical Tunnel Repairs: The jurisdiction will continue 

implementing critical utility tunnel repair projects to mitigate the risk of 

service interruptions and improve the conditions for those maintaining the 

tunnels. The AOC has committed to the Office of Congressional Workplace 

Rights to maintain a safe environment by initiating projects for the ongoing 

maintenance and repair of the tunnels.

Develop the Utility Master Plan: The jurisdiction will develop the next 

phase of the Utility Master Plan, including developing the program of 

requirements and project designs to improve energy resilience, cut costs and 

reduce the environmental impact of Capitol campus operations.

Key Accomplishments

Completed Rayburn Garage Interior Rehabilitation Project: The 

jurisdiction completed the final phase of the Rayburn Garage Interior 

Rehabilitation Project. This phase included repairing and replacing the 

concrete on the G1-G4 garage levels for the final quadrant of the facility, 

upgrading systems and repairing and replacing the exterior overhead and 

loading dock doors. The completed project extends the garage’s useful life by 

50 years.

Instituted New Congressional Move Programs: The jurisdiction 

developed two new programs in anticipation of the 118th congressional 

move cycle. The program activities included coordinating with a point of 

contact from each Member office and committee, as well as working with the 

House Office Building Commission to codify a new hallway policy for Member 

offices and committee spaces.

Developed Critical Employee Performance Plans: The jurisdiction 

incorporated the responsibility for specific asset areas into employee 

performance plans. This effort aligns with the Enterprise Asset Management 

strategic objective by designating a jurisdiction subject matter expert for 

specific assets (e.g., roof, exterior masonry and interior finishes).

What’s Next? FY 2023 Priorities

Support Asset Management Plan: The jurisdiction will support the AOC 

Strategic Asset Management Plan by capturing and planning investments 

aligned to assets based on inventory and condition. A jurisdiction asset 

management plan will provide a road map to maintain assets, address 

deferred maintenance and identify modernization projects.

Implement Space Planning Standards: In response to the Committee 

on House Administration and under the authority of the House Office 

Building Commission, the jurisdiction will standardize work requests and 

establish an inventory of assigned spaces to optimize usage, improve 

wayfinding, identify opportunities to support collaboration and establish 

hybrid and full telework-ready environments.

Capitol Power Plant

House Office Buildings
ARCHITECT OF THE CAPITOL 171 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

APPENDICES

Key Accomplishments

Improved Space Utilization: The jurisdiction improved space utilization 

and supported the digitization efforts at the Library of Congress. The project 

removed old data processing equipment and created approximately 10,000 

square feet of office space. The project also included the installation of highdefinition lighting for scanning, air conditioning systems and fire protection 

system updates, which improved occupancy and functionality.

Enhanced Energy Efficiency: The jurisdiction increased energy savings 

at the Fort Meade collection storage modules through data-driven changes 

to temperature controls. The new temperature control processes decreased 

the use of humidifiers by two-thirds, reduced natural gas use and decreased 

energy consumption of the chilled water units.

Maintained Air Permit Requirements: The jurisdiction coordinated 

with AOC leadership to effectively manage the Title V air permit with the 

D.C. Department of Energy and Environment, the regulatory authority for air 

quality programs. Major facilities permitted under Title V of the 1990 Clean 

Air Act must meet annual and semiannual reporting requirements. The 

Library buildings were inspected and no findings were identified.

What’s Next? FY 2023 Priorities

Expand Cultural Behaviors Transformation: In FY 2022, the 

jurisdiction’s leadership participated in agencywide employee group 

sessions, as well as skills and solution exercise sessions, to create a healthier 

culture. Shop-level sessions began in FY 2022 and will be expanded to 

additional shops during future fiscal years.

Develop Staffing Strategies: The jurisdiction will develop strategies to meet 

the increasing staffing demands for the Line Item Construction Program (LICP) 

and other multiphase construction projects. In addition to the high-visibility 

Visitor Experience Master Plan, an additional 49 possible future projects were 

identified, covering approximately 185,000 square feet of facility space.

Key Accomplishments

Expanded Life-Safety Protections in the Russell Building: The jurisdiction 

completed critical sprinkler and fire alarm work in Senate offices and public 

areas of the Russell Senate Office Building with minimal disruption to Senate 

operations. The project team, which included the Construction Division 

and the Office of the Chief Engineer, also added fire doors in the attic to 

the building’s fire alarm system and installed smoke detectors for return air 

ductwork for the building’s air handling units. 

Renovated Key Support Spaces: The jurisdiction partnered with the 

Senate Sergeant at Arms and the Secretary of the Senate to renovate the 

Senate Employee Assistance Program Office, the Press Photographers’ Studio, 

the Senate Stationery Room and other key congressional support spaces to 

improve accessibility and security. 

Provided Critical Pandemic-Related Support: The jurisdiction 

distributed more than 26,000 COVID-19 rapid antigen test kits and more 

than 20,000 masks to the Senate community and AOC staff. The jurisdiction 

also distributed portable air purifiers to Senate offices and ensured that air 

handling units maximized the circulation of outside air in its buildings.

What’s Next? FY 2023 Priorities

Complete Election-Year Office Moves: The jurisdiction will coordinate 

the Senate office and committee moves to support the 118th Congress. 

Further updates to the online “Senate Suites” selection tool will improve 

the user experience. During the moves, the jurisdiction will also coordinate 

deferred equipment maintenance and infrastructure upgrades.

Continue Hearing Room Renovations: The jurisdiction will continue 

work on the 15- to 20-year comprehensive renewal of the Senate’s 32 hearing 

rooms, with renovation of two rooms and the design of two additional rooms 

planned for FY 2023. The renovation program will complete important 

infrastructure upgrades, install advanced lighting, audiovisual and HVAC 

systems, enlarge hearing room daises to support current committee sizes, 

update carpeting, furniture and finishes, increase ADA-accessibility and bring 

the rooms into compliance with current fire and life-safety codes. The 

program will prioritize historic preservation to ensure that the spaces remain 

true to their original architectural intent.

Library Buildings and Grounds

Senate Office Buildings
ARCHITECT OF THE CAPITOL 172 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

APPENDICES

Key Accomplishments

Upgraded Interior Spaces: The jurisdiction completed over 100,000 

square feet of space improvements at the Thurgood Marshall Federal 

Judiciary Building. This project replaced interior finishes for all common 

areas of the fifth and seventh floors, egress stairs and public corridors. The 

jurisdiction also completed 40,000 square feet of space realignments across 

four floors. These upgrades were finished within the $23 million budget and 

with minimal disruptions.

Completed Building System Upgrades: The jurisdiction completed 

building automation system upgrades to the Marshall Building. This phased 

project replaced obsolete mechanical components, installed fiber-optic 

infrastructure and installed direct digital controls for automated heating, 

cooling and lighting. As a result, the facility reduced energy consumption by 

34 percent in steam, 26 percent in chilled water and 18 percent in electricity.

Expanded Career Opportunities: As part of the AOC Human Capital 

Strategic Plan, the jurisdiction created a new career ladder position for 

an electrician helper. This four-year apprenticeship provides hands-on 

training, instruction and a pathway for advancement. To improve retention, 

the jurisdiction also piloted the use of continued service agreements 

for apprentices.

What’s Next? FY 2023 Priorities

Improve Electrical Resiliency: The jurisdiction will complete the final 

phase of its electrical resiliency program at the Supreme Court of the 

United States to strengthen the reliability of critical data center operations, 

provide uninterrupted power for necessary systems and ensure telecom 

system redundancy.

Expand Operational Procedures: To support knowledge retention and 

standardized operational support, the jurisdiction will expand the 

development of standard operating procedures for building systems and 

establish service level expectations for the maintenance of the Supreme 

Court of the United States grounds and courtyards.

Key Accomplishments

Improved Safety and Accessibility: The jurisdiction addressed internal 

fall hazard risk assessments and designed fall protection improvements for 

hard-to-access heating and mechanical systems in the USBG Conservatory. 

Additionally, the jurisdiction made accessibility upgrades for its visitors, 

including paving improvements in the Children’s Garden courtyard to 

address tripping hazards.

Prepared the Conservatory for Reopening: On April 1, 2022, the 

USBG Conservatory reopened to the public after more than two years of 

closure due to the COVID-19 pandemic. Visitors were welcomed with a new 

agriculture-themed exhibit, “Cultivate: Growing Food in a Changing World,” 

and renovated garden spaces with new plants on display.

Collaborated on Urban Agriculture Resilience Programs: The 

jurisdiction collaborated with the American Public Gardens Association in 

support of 21 urban agriculture and food growing projects, involving 73 

organizations in 16 states and Washington, D.C. The USBG also continued 

collaborating with the National Center for Appropriate Technology to offer 

urban farm training for military veterans.

What’s Next? FY 2023 Priorities

Pursue American Alliance of Museums Reaccreditation: The 

jurisdiction will pursue reaccreditation through the American Alliance of 

Museums, a peer-based validation that a museum is meeting professional 

standards for education, public service and collections care. The USBG is 

one of fewer than 50 public gardens that have achieved this standard of 

accreditation. The reaccreditation includes a self-study submission and a 

subsequent peer review visit.

Implement Perimeter Security Design: The jurisdiction will implement 

designs for upgrading the existing perimeter security of the Conservatory. 

The design improvements will include new door hardware and electronic 

locking systems, as well as accessibility improvements at select locations.

Supreme Court Building and Grounds

U.S. Botanic Garden
ARCHITECT OF THE CAPITOL 173 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

APPENDICES

Key Accomplishments

Resumed Visitor Center Operations: The CVC began reopening in March 

2022, offering limited in-person tours to student groups and supporting 

Member and staff-led tours, as well as reopening the CVC Gift Shops. The 

second phase of the reopening began in May by expanding tour offerings (by 

reservation only) and reopening the U.S. Capitol façade. In preparation for 

the reopening, the jurisdiction provided two weeks of reboarding training 

for visitor services and retail staff. In August 2022, the CVC resumed specialty 

tours and reopened Exhibition Hall.

Upgraded Meeting Spaces: The jurisdiction provided COVID-19-

appropriate spaces for significant congressional events in the CVC 

Congressional Auditorium and congressional meeting rooms. The CVC 

replaced viewing screens in the congressional meeting rooms with 135-inch 

LED displays.

Expanded Visitor Program Offerings: The jurisdiction continued to 

expand its educational outreach using live, virtual and hybrid tour models. 

New and continued offerings included Homeschool Days, a specialized 

online curriculum for elementary, middle and high school students, and 

Capitol Conversations, a series of live virtual discussions about the history of 

Congress and the U.S. Capitol. The jurisdiction also launched an augmented 

reality app called Who Are the People? that includes 3D models of the statues 

in Emancipation Hall and information about the individuals depicted and the 

ideas they represent.

What’s Next? FY 2023 Priorities

Return the CVC to Full Operating Status: The jurisdiction will work 

within the limitations of U.S. Capitol Police staff support to gradually 

expand the number of visitors it can accommodate, with the ultimate goal 

of reaching pre-COVID levels of activity. The CVC will also resume on-site 

education programs.

Continue to Grow Online Program Options: The jurisdiction will create 

and deploy programs through continuing live events (such as the Capitol 

Conversations program) and the e-learning initiative, as well as augmented 

reality and extended reality apps and websites.

U.S. Capitol Visitor Center
ARCHITECT OF THE CAPITOL 174 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

APPENDICES

Appendix D

Major Stone Repair, Façade and Preservation Projects 

Stone preservation is a top priority for the AOC, since nearly every building on the Capitol campus is constructed of stone. A 

combination of weather, age and insufficient maintenance has resulted in damage and deterioration to many of these historic stone 

edifices and may create safety issues. This appendix summarizes the AOC’s major stone repair, façade and preservation projects.

Cannon Renewal 

Description: The Cannon House Office Building, constructed 

in 1908, is undergoing a complete renewal to restore its 

deteriorated stone façade. Other project components include 

restoration of wood-frame windows, construction of a new fifth 

floor and building systems upgrades.

Olmsted Terrace Preservation

Description: The stone and metal fixtures on the Olmsted 

Terrace, which date back to 1894, have deteriorated from 

exposure to weather. This ongoing six-phase project will clean 

and repair the marble and granite walls and approaches to the 

U.S. Capitol’s base along the west, north and south façades.

Russell Exterior Envelope Project

Description: The Russell Senate Office Building, constructed 

in 1909, is faced in marble, limestone and granite. This project 

will preserve the building’s exterior envelope, including 

its stonework, wood window frames and doors, as well as 

rehabilitate the balcony flooring, balusters, balustrades and 

chimney. The project’s final sequence was nearly completed 

at the end of FY 2022, with the project closeout expected in 

FY 2023.
ARCHITECT OF THE CAPITOL 175 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

APPENDICES

For more information: www.aoc.gov/what-we-do/projects/stone-preservation-capitol-campus

Supreme Court Interior Courtyard Stone 

Cleaning and Restoration Program

Description: This project will restore the appearance and 

preserve the stone façade in the four courtyards of the Supreme 

Court of the United States. The project scope includes cleaning 

and restoring the building stonework and renovating the 

fountains. The first phase, comprising two courtyards, was 

awarded in February 2022. The award of the work for the 

remaining two courtyards is expected in spring 2023.

Thurgood Marshall Federal Judiciary Building 

Façade Repair Program

Description: The Thurgood Marshall Federal Judiciary Building, 

constructed in 1992, is faced in a stone veneer. Based on the 

limited budget, the AOC and the Administrative Office of the 

U.S. Courts have mutually approved a targeted, risk-based 

approach that prioritizes waterproofing and façade stabilization, 

especially around the areas nearest to public walkways. The 

project’s design was near completion at the close of FY 2022.

Capitol Exterior Preservation —

Stone and Metal

Description: The multiphase exterior restoration of the U.S. 

Capitol Building will extend the life expectancy of deteriorated 

stone and replace missing architectural elements on the 

building. The current project phase includes the installation of 

scaffolding and the initiation of paint stripping and stone repair 

and consolidation on the building’s west façade.
ARCHITECT OF THE CAPITOL 176 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

APPENDICES

Appendix E

Major Exhibitions and Programs

The U.S. Botanic Garden (USBG) and U.S. Capitol Visitor Center (CVC) create and offer exhibitions and programs for the visiting public, 

free of charge. The CVC and USBG Conservatory reopened to the public this fiscal year with new exhibits and continued a roster of 

online offerings. 

U.S. Botanic Garden

Cultivate: Growing Food in a Changing World 

April 2022–Ongoing

Coinciding with the reopening of the USBG Conservatory to 

the public, this exhibit spotlights agricultural science and the 

connections between people and food. It shares stories about 

agriculture, the important cultural connections food provides 

and modern techniques and scientific innovations that make 

agriculture more sustainable and productive.

Orchids: Hidden Stories of Groundbreaking Women

January 2022–April 2022

This exhibit, offered in collaboration with Smithsonian 

Gardens, provided stories of women who have enriched our 

understanding and appreciation of orchids. The exhibit included 

orchids from the USBG’s collection and highlighted selected 

women’s achievements in art, botanical illustration, orchid 

cultivation and scientific discovery.

Outdoor Holiday Display 2021

November 2021–January 2022

The USBG’s annual holiday display featured festive adornments, 

winterberries, lighted trees and shrubs, conifers and greenery 

throughout the outdoor gardens. While normally held inside 

the Conservatory, the popular train display was featured in the 

gated outdoor gardens. Window displays featured poinsettias 

and plant-based models of D.C. landmarks.

USBG Online Programming

Ongoing

The USBG offers a variety of online resources and programs 

about gardening and plant science through workshops, “ask an 

expert” sessions, book talks, cooking demonstrations and more. 

Additional programs offer virtual field trips that take students 

behind the scenes for a close look at the plant collection to 

learn from plant specialists and consider the science of how 

plants work.

With the USBG Conservatory closed during the 2021 holiday season, the USBG developed and installed its popular 

annual holiday display in the outdoor gardens adjacent to the Conservatory. The holiday exhibit included model 

trains circulating through global, agriculture-themed displays.
ARCHITECT OF THE CAPITOL 177 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

APPENDICES

U.S. Capitol Visitor Center

Capitol Conversations

This series of live, interactive online discussions about the U.S. 

Capitol Building’s historic spaces, artworks, artifacts, statues and 

events is offered online each week. The discussions are led by 

Visitor Guides and the AOC’s curatorial team and supported by 

the AOC Curator Division and the Visitor Services team. Topics 

include the 19th Amendment, the burning of the Capitol, John 

Trumbull’s paintings for the U.S. Capitol Rotunda and recent 

additions to the National Statuary Hall Collection. 

Student Programs at the U.S. Capitol

The CVC offers online Zoom programming each Tuesday 

through Thursday with CVC staff. The 30- to 45-minute sessions 

are available for all grade levels. This fiscal year, the CVC added 

four new program modules to the roster and delivered 38 

sessions to classrooms in 13 states and the Republic of Ireland. 

Additional resources, such as student activity guides and 

colorful booklets, encourage students to explore the history of 

Congress and the U.S. Capitol.

Virtual Capitol Tours

The CVC offers guide-led virtual tours of the U.S. Capitol 

Building’s Crypt, Rotunda, National Statuary Hall, the Old 

Supreme Court Chamber and the Old Senate Chamber. See: 

www.visitthecapitol.gov/virtual-tours

Shaping History: Women in Capitol Art Podcast

The CVC’s premiere podcast series, “Shaping History: Women 

in Capitol Art,” was introduced in May 2020. The 10-episode 

podcast commemorates the centennial of the 19th Amendment 

and provides a rich narration featuring curators, historians, 

artists, eyewitnesses and descendants of honored subjects. The 

episodes, completed in collaboration with the AOC Curator, 

provide insight into the women artists and subjects found in the 

National Statuary Hall Collection.

Exhibitions and information may also be viewed online at: www.usbg.gov/exhibits and www.visitthecapitol.gov/exhibitions

The CVC features an interactive model of the Capitol Dome as one of its many in-gallery features. The exhibition 

galleries underwent a major renovation and refresh during COVID-19 pandemic-related closures and reopened to the 

public this fiscal year with all new displays and offerings.
ARCHITECT OF THE CAPITOL 178 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

APPENDICES

Appendix F

U.S. Capitol Campus Visitation Statistics

The number of visitors to the CVC and the USBG Conservatory, by fiscal year, is provided in Table 31, while the monthly visitors to these 

facilities during FY 2022 is provided in Table 32. A person visiting both facilities on the same day would be included in both visitor counts. 

Starting in spring 2022, the Capitol campus reopened to the public after their mid-March 2020 closure due to COVID-19.

TABLE 31: Number of Visitors by Year, FY 2017–FY 2022 (Rounded to the nearest 1,000)

FISCAL YEAR U.S. CAPITOL VISITOR CENTER U. S. BOTANIC GARDEN

2017 2,447,000 953,000

2018 2,376,000 952,000

2019 2,375,000 1,004,000

2020 723,000 448,000

2021 0 0

2022 317,000 502,000

Six-Year Average* 1,373,000 643,000 

*Note: The six-year average is impacted by the temporary closure of the Capitol campus to the public due to the COVID-19 pandemic.

TABLE 32: Number of Visitors by Month, FY 2022 (Rounded to the nearest 1,000)

FISCAL YEAR U.S. CAPITOL VISITOR CENTER U. S. BOTANIC GARDEN

October 2021-February 2022 0 0

March 2022 2,000 0 

April 2022 22,000 130,000

May 2022 21,000 76,000

June 2022 62,000 79,000

July 2022 68,000 88,000

August 2022 75,000 70,000

September 2022 67,000 59,000

Monthly Average 26,000 42,000 

Total 317,000 502,000

The USBG Conservatory reopened to the public in April 2022 following a two-year closure due to 

the COVID-19 pandemic.
ARCHITECT OF THE CAPITOL 179 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

APPENDICES

Appendix G

Reimbursable Accounts Summary

The AOC is authorized to provide reimbursable services in 

limited circumstances. Depending on the related authority, the 

AOC either posts the collected funds to a specific appropriation 

or transfers the collections to the U.S. Department of 

Treasury (Treasury). The audited financial statements include 

the assets, liabilities and transactions associated with the 

reimbursable accounts.

Battery Recharging Fees (2 U.S.C. § 2170, P.L. 112-167 [Senate]; 

2 U.S.C. § 2171, P.L. 112-170 [House]; and 2 U.S.C. § 2171a, P.L. 114- 

113 [Library]). The AOC operates battery recharging stations 

for privately owned vehicles used by Members of Congress 

or covered employees in the parking areas managed by the 

Senate Office Buildings, the House Office Buildings and the 

Library Buildings and Grounds jurisdictions. These recharging 

stations operate at no net cost to the federal government. The 

appropriations account for the Capitol Power Plant is credited 

with all fees or charges collected for the electricity provided 

by the recharging stations. Monies deposited are available 

for obligation in the fiscal year collected and the following 

fiscal year.

Disposition of Surplus or Obsolete Personal Property

(2 U.S.C. § 1817a; P.L. 111-68, Div. A, Title I, § 1301). The AOC is 

authorized to dispose of surplus or obsolete personal property 

through interagency transfer, donation, sale, trade-in or discard. 

Amounts received from the disposition of personal property are 

available for the AOC’s operations and for the acquisition of the 

same or similar property. The funds are available for the fiscal 

year received and the following fiscal year.

E85 Fuel Reimbursements (2 U.S.C. § 2169; P.L. 110-140, 

Title V, § 502). The AOC operates an E85 fuel tank and pumping 

system. The pumping station is available for all E85 fuelcompatible vehicles used by the AOC and other legislative 

branch agencies. All other legislative branch agencies that refuel 

vehicles at the station must reimburse the AOC for the fuel cost.

Rent from The Monocle Restaurant (P.L. 91-382). The AOC 

is authorized to lease the lot where The Monocle Restaurant 

is located. All receipts from this lease are deposited in the 

Treasury’s general fund.

Utility Reimbursements for Steam and Chilled Water

(40 U.S.C. § 6111(b)(1)(A) [Supreme Court of the United States]; 

40 U.S.C. § 6502(e) [Thurgood Marshall Federal Judiciary 

Building]; 40 U.S.C. § 6909 [Union Station]; 91 Stat. 1374 [Folger 

Shakespeare Library]; and 42 Stat. 767 [Postal Square and the 

Government Publishing Office Building]). The Capitol Power 

Plant provides lighting, heating, power, water and sewer services 

for the Capitol campus and, on a reimbursable basis, other 

public buildings designated by Congress. These reimbursable 

services include heating the Government Publishing Office and 

Washington City Post Office and heating and providing chilled 

water for air conditioning the Supreme Court of the United 

States, the Union Station complex, the Thurgood Marshall 

Federal Judiciary Building and the Folger Shakespeare Library. 

The AOC is authorized to credit up to $10 million of reimbursed 

amounts to the Capitol Power Plant’s appropriation each 

fiscal year to offset operating costs. Any amounts more than 

$10 million are deposited in the Treasury’s general fund.

The AOC collects receipts from other activities, including 

purchase card rebates, restitution payments and vendor 

refunds. Other collections are deposited in the Treasury’s 

general fund, unless otherwise authorized.
ARCHITECT OF THE CAPITOL 180 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

APPENDICES

Appendix H

Glossary 

Americans with Disabilities Act (ADA): This federal law 

prohibits discrimination in employment, transportation, public 

accommodations, communications and government activities 

and guarantees people with disabilities equal opportunity.

Architect of the Capitol Human Resources Act: This act 

requires the AOC to establish, implement, maintain, 

evaluate and annually report to Congress on the agency’s 

personnel management system. The act also requires that 

all personnel actions affecting AOC employees are free from 

any discrimination.

Architect’s Mobility Program: This program offers 

opportunities for employees who lack qualifying experience 

to enter other fields. This program addresses the AOC’s 

commitment to employee development, while providing 

continuity of talent and critical trade skills.

Backlog: The total deferred maintenance plus capital renewal 

projects that are expected to become deferred maintenance 

within a five-year window.

Brumidi Corridors: The vaulted, ornately decorated corridors 

on the first floor of the Senate wing in the U.S. Capitol Building. 

They are named in honor of Constantino Brumidi, the19thcentury Italian artist who designed the murals and other 

major elements.

Capital Construction and Operations: Appropriation 

providing the essential construction, central management, 

operational support and professional support in connection 

with the facilities under the AOC’s care.

Capital Improvements Plan: Projects annual funding 

requirements and provides an evaluation of capital projects 

based on key criteria, including regulatory compliance, security, 

mission accommodation, historic preservation, economic 

considerations and energy, water and waste efficiencies.

Capitol Christmas Tree: Since 1964, a Capitol Christmas Tree 

is erected and decorated on the West Front Lawn of the U.S. 

Capitol Building to celebrate the holiday season. The AOC’s 

Capitol Grounds and Arboretum’s Director is responsible for 

overseeing the tree’s selection, installation and decoration.

Capitol Complex Master Plan (CCMP): The comprehensive, 20-

year framework that guides the AOC in its mission to maintain, 

renovate and develop the Capitol campus. The document is 

updated approximately every 10 years.

Chief Financial Officers Act of 1990 (CFO Act): This act 

established a Chief Financial Officer in each major executive 

branch agency, assigned the OMB with the responsibility 

for setting accounting and financial reporting standards, 

increased internal controls, required annual independent 

financial statement audits for agencies and established financial 

management systems requirements.

Cogeneration: The Capitol Power Plant’s cogeneration system 

uses natural gas in a combustion turbine to simultaneously 

generate electricity and steam.

Congressional Gold Medal Ceremony: This ceremony 

recognizes those who have been awarded the Congressional 

Gold Medal by the U.S. Congress. Awardees are chosen based on 

achievements that have impacted American history and culture.

Congressional Office Moves: The Member and committee 

office moves and space reassignments follow the biennial 

November elections for the United States Senate and U.S. House 

of Representatives. Moves-related activities include managing 

the suite selection process, developing architectural layouts, 

moving furniture, installing carpeting, painting offices, relocating 

and installing partitions, completing custom woodworking 

and upholstery projects and updating the electrical, data and 

telecommunications infrastructure.

Construction Work-in-Progress (CWIP): Construction workin-progress is a general ledger account used to record both the 

direct costs and allocated indirect costs that are associated with 

constructing a fixed asset.
ARCHITECT OF THE CAPITOL 181 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

APPENDICES

Coronavirus Aid, Relief and Economic Security Act (CARES 

Act): The CARES Act was passed by the 116th Congress and 

signed into law in March 2020. This $2.2 trillion economic 

stimulus relief package protected the American people from the 

health and economic impacts of the COVID-19 pandemic.

Corrective Maintenance: Corrective or emergency 

maintenance activities are those undertaken to identify, isolate 

and rectify an unscheduled deficiency of equipment or systems.

COVID-19: An infectious respiratory disease caused by the 

SARS-CoV-2 virus, a novel coronavirus discovered in 2019.

C-Suite: The group of AOC executives with agencywide 

responsibility and authority to focus on operational 

performance, manage enterprise risk and maintain strong 

accountability. The C-suite consists of the Chief Administrative 

Officer, the Chief Engineer, the Chief Financial Officer, the Chief 

of Operations and the Chief Security Officer.

Deferred Maintenance and Repairs (DM&R): These are 

maintenance and repairs that were not performed when they 

should have been, or were scheduled to be, and are delayed to a 

future period.

Emancipation Hall: The U.S. Capitol Visitor Center’s Emancipation 

Hall is a central gathering place for visitors to the U.S. Capitol 

Building. The hall was named to recognize the contributions of the 

enslaved laborers who helped build the U.S. Capitol.

Emergency Security Supplemental Appropriations Act, 2021:

An act of Congress that provided $1.9 billion in emergency 

supplemental appropriations for the legislative branch and 

other federal agencies in response to the U.S. Capitol breach 

that occurred on January 6, 2021.

Energy Independence and Security Act of 2007 (EISA2007):

An act of Congress intended to move the U.S. toward greater 

energy independence and security, increase the production 

of renewable fuels, protect consumers, increase the efficiency 

of products, buildings and vehicles, promote research on and 

deploy greenhouse gas capture and storage, and improve the 

energy performance of the federal government.

Energy Savings Performance Contract (ESPC): These 

contracts represent public-private partnerships for financing 

energy savings construction projects. ESPCs have been used by 

the AOC to finance needed energy preservation improvements 

for three of its jurisdictions (Capitol Building, House Office 

Buildings and Senate Office Buildings) and will be used for a 

fourth jurisdiction (Library Buildings and Grounds).

Enterprise Risk Management (ERM): The process by which 

management and leadership identify, assess and manage 

risks across an enterprise to make informed decisions toward 

risk reduction.

Exhibition Hall: The U.S. Capitol Visitor Center’s Exhibition 

Hall is home to “E Pluribus Unum — Out of Many, One,” the 

exhibition dedicated to telling the story of the U.S. Congress and 

the U.S. Capitol.

Facility Condition Assessment (FCA): A program that assesses 

the condition of building components, systems, remaining 

useful life and deferred maintenance, capital renewal, capital 

improvement and construction requirements.

Facility Condition Index (FCI): Based on an overall 

assessment of the condition of a facility. It is measured by the 

ratio of deferred maintenance costs to estimated building 

replacement costs.

Federal Financial Management Improvement Act of 1996 

(FFMIA): A statute that advanced federal financial management 

by ensuring that federal financial management systems provide 

accurate, reliable and timely financial information to the 

government’s managers.

Federal Managers’ Financial Integrity Act of 1982 (FMFIA):

A statute amending the Accounting and Auditing Act of 1950 

and requiring the establishment of guidelines for evaluating 

agencies’ systems of internal control with three objectives: 

operational effectiveness and efficiency, regulatory and 

statutory compliance and reliable financial reporting.

Generally Accepted Accounting Principles (GAAP): The 

accounting concepts and standards for the U.S. government, as 

prescribed by the Federal Accounting Standards Advisory Board.

Government Performance and Results Act of 1993 (GPRA):

A statute that provided for the establishment, testing and 

evaluation of strategic planning and performance measurement 

in the federal government. Later amended by GPRAMA.

Government Performance and Results Modernization Act of 

2010 (GPRAMA): A statute that updated GPRA to create a more 

defined performance framework, including the designation 

of cross-cutting federal priority goals and agency-level 

priority goals.

Heritage Asset: The buildings, structures, landscapes, fine art, 

architectural fine art, decorative art, architectural decorative 

art, monuments, memorials, archival records, photographic 

records, living botanical assets, views and vistas, archeological 

resources and stored art and architectural materials in the care 

of the AOC that have historical, architectural, artistic, cultural or 

educational significance.

Jurisdiction: The AOC has oversight responsibility for multiple 

jurisdictions. Each jurisdiction is responsible for a designated 

geographic area and/or facility of the Capitol campus.
ARCHITECT OF THE CAPITOL 182 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

APPENDICES

Leadership in Energy and Environmental Design (LEED):

A green building certification program, sponsored by the U.S. 

Green Building Council, which recognizes best-in-class facility 

strategies and practices.

Legislative Branch Financial Management System (LBFMS):

The consolidated shared-service financial management system 

used for legislative branch financial operations.

Living Botanical Asset: A plant specimen that should be 

granted preservation consideration. At the AOC these typically 

(though not exclusively) fall into the categories of living 

accessions of the U.S. Botanic Garden, memorial trees and plants 

identified as significant in cultural landscape reports.

Memorial Trees: The living heritage assets planted to honor 

distinguished citizens, groups and national events. The AOC is 

responsible for the care of the memorial trees.

National Financial Center (NFC): The U.S. Department of 

Agriculture’s shared services provider for financial management 

and human resources. The NFC administers the AOC’s payroll 

and benefits.

National Statuary Hall Collection: This collection is comprised 

of statues donated by individual states (two statues each) to 

honor notable individuals in their history and is displayed 

throughout the U.S. Capitol Building and the U.S. Capitol Visitor 

Center. The AOC is responsible for the care and preservation of 

the entire collection.

Presidential Inauguration: The presidential inauguration is 

perhaps the most widely known of the ceremonies held at the 

U.S. Capitol Building. Every four years, the AOC is responsible 

for constructing the inaugural platform on the building’s West 

Front, setting up the seating and fencing on the grounds and 

coordinating activities with the Joint Congressional Committee 

on Inaugural Ceremonies.

Preventive Maintenance: The recurring or scheduled care and 

servicing of equipment, systems and facilities to keep them in 

good operating condition by providing inspection, detection 

and correction of failures, either before they occur or before 

they develop major defects.

Reimbursable Accounts: The AOC has reimbursable 

budget authority provided by statute to establish certain 

reimbursable agreements. See: Appendix G: Reimbursable 

Accounts Summary.

Short Ton: A unit of weight equal to 2,000 pounds.

State of the Union Address: The State of the Union address 

is derived from the U.S. Constitution, which states: “He (the 

president) shall from time to time give to the Congress 

information of the State of the Union.” The AOC works behind 

the scenes to ensure that everything is impeccable for this 

important event, including readying the House Chamber where 

the address occurs.

Sustainable SITES Initiative® (SITES®): A standards and 

certification system for sustainable landscape development and 

management created through a partnership of the American 

Society of Landscape Architects, the Lady Bird Johnson 

Wildflower Center at The University of Texas at Austin and the 

U.S. Botanic Garden.

Strategic Plan: A planning document that sets organizational 

goals and develops a blueprint for the agency’s future direction.

Union Square: The 13-acre plaza to the west of the U.S. Capitol 

Building containing the Ulysses S. Grant Memorial and the 

Capitol Reflecting Pool. In 2011, the property was transferred to 

the AOC from the National Park Service.

U.S. Capitol Dome: The U.S. Capitol Dome, situated atop the 

U.S. Capitol Building, was designed by the fourth Architect of 

the Capitol, Thomas U. Walter. Construction of the 8.9-millionpound cast-iron Dome took place between 1855 and 1866.

U.S. Capitol Grounds and Arboretum: The U.S. Capitol 

Grounds and Arboretum is comprised of the approximately 286 

acres of grounds that provide a park-like setting for the U.S. 

Capitol. The grounds were designed by American landscape 

architect Frederick Law Olmsted and designated an accredited 

arboretum in 2017.

U.S. Capitol Rotunda: The large, domed, circular room 

located in the center of the U.S. Capitol Building. The Rotunda 

is visited by thousands of people daily and is also used for 

ceremonial events.

U.S. Capitol Visitor Center: The U.S. Capitol Visitor Center is the 

newest addition to the U.S. Capitol Building. The facility opened 

in December 2008 and is located underground on the east side 

of the U.S. Capitol.

Vision 2100: An institutional vision that will set the broad, 

foundational goals for the development of the Capitol campus 

into the next century. Once complete, Vision 2100 will serve as 

the framework for the AOC’s long-term planning.
ARCHITECT OF THE CAPITOL 183 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

APPENDICES

Appendix I

Abbreviations and Acronyms 

A

ACM Asbestos-Containing Materials

ADA Americans with Disabilities Act

AEP Affirmative Employment Program

AFSCME American Federation of State, County and 

Municipal Employees

AIA American Institute of Architects

AICPA American Institute of Certified Public Accountants

AOC Architect of the Capitol

ASA AOC Supervisory Academy

B

BAR Budget and Accrual Reconciliation 

BBTU Billion British Thermal Unit

BFEM Treasury’s Budget Formulation and Execution 

Manager

C

CAP Cross-Agency Priority goals

CARES Act Coronavirus Aid, Relief and Economic Security Act

CARS Central Accounting Reporting System

CBA Collective Bargaining Agreement

CCM Certified Construction Manager

CCMP Capitol Complex Master Plan

CCO Capital Construction and Operations

CCRC Central Contractor Registration Connector

CEAR Certificate of Excellence in Accountability Reporting

CERCLA Comprehensive Environmental Response, 

Compensation and Liability Act

CFM Certified Facilities Manager

CFO Chief Financial Officer

CFO Act Chief Financial Officers Act

CGFM Certified Government Financial Manager

CHW Chilled Water

CIR Collections Information Repository

COTS Commercial Off-the-Shelf

COVID-19 Coronavirus Disease 2019

CPA Certified Public Accountant

CPP Certified Professional Photographer

CSRS Civil Service Retirement System

CVC U.S. Capitol Visitor Center

CWIP Construction Work-in-Progress

D

DATA Act Digital Accountability and Transparency Act

DI/DR Diversity, Inclusion and Dispute Resolution

DM&R Deferred Maintenance and Repairs

DOL U.S. Department of Labor

E

EAM Enterprise Asset Management

EAP Employee Assistance Program

EEO Equal Employment Opportunity

EHRP Exhibition Hall Renovation Project 

EISA2007 Energy Independence and Security Act of 2007

EPAct Energy Policy Act of 2005

ERM Enterprise Risk Management

ESPC Energy Savings Performance Contract

F

FAIA Fellow, American Institute of Architects

FAR Federal Acquisition Regulations 

FASAB Federal Accounting Standards Advisory Board

FBWT Fund Balance with Treasury

FCA Facility Condition Assessment

FCI Facility Condition Index

FECA Federal Employees Compensation Act

FEGLI Federal Employees Group Life Insurance

FEHB Federal Employees Health Benefits

FERS Federal Employees Retirement System

FEVS Federal Employee Viewpoint Survey

FFMIA Federal Financial Management Improvement Act

FISMA Federal Information Security Management Act

FMFIA Federal Managers’ Financial Integrity Act of 1982

FY Fiscal Year
ARCHITECT OF THE CAPITOL 184 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

APPENDICES

G

GAAP Generally Accepted Accounting Principles

GAAS United States Generally Accepted Auditing 

Standards 

GAO U.S. Government Accountability Office

GPO U.S. Government Publishing Office

GPRA Government Performance and Results Act

GPRAMA GPRA Modernization Act

GSA U.S. General Services Administration

GSF Gross Square Feet

GTAS Governmentwide Treasury Account Symbol 

Adjusted Trial Balance System

H

HCMD Human Capital Management Division

HCS Human Capital Strategy

HR Act Architect of the Capitol Human Resources Act

HUBZone Historically Underutilized Business Zones

I

IBEW International Brotherhood of Electrical Workers

ICS Inventory Control System

IPAC Intragovernmental Payment and Collection

IPP Invoice Processing Platform

IRMD Integrated Risk Management Division

ISMS Integrated Safety Management System

ISO International Organization for Standardization

ITD Information Technology Division

IUS Internal Use Software

K

KBTU Thousand British Thermal Units

KCF Thousand Cubic Feet

KGal Kilogallons

kWh Kilowatt Hours

KPI Key Performance Indicator

L

LBFMS Legislative Branch Financial Management System

LED Light-Emitting Diode 

LEED AP Leadership in Energy and Environmental Design 

Accredited Professional

Library Library of Congress

LICP Line Item Construction Program

M

MB Megabytes

MD&A Management’s Discussion and Analysis

MMBTU Metric Million British Thermal Units

MWh Megawatt Hours

N

NFC National Financial Center

NIST National Institute of Standards and Technology

O

OAP Office of Attending Physician

OCAO Office of the Chief Administrative Officer

OCE Office of the Chief Engineer

OCFO Office of the Chief Financial Officer

OCO Office of the Chief of Operations

OCSO Office of the Chief Security Officer

OCWR Office of Congressional Workplace Rights

ODS Operational Data Store

OGC Office of General Counsel

OI Other Information 

OIG Office of Inspector General

OMB Office of Management and Budget

OPM U.S. Office of Personnel Management

P

P3 Public-Private Partnership

PAM Payment Automation Manager 

PAR Performance and Accountability Report

PCES Performance, Communication and 

Evaluation System

PE Professional Engineer 

PIIA Payment Integrity Information Act of 2019

PIC Project Information Center

P.L. Public Law

PMIS Project Management Information System
ARCHITECT OF THE CAPITOL 185 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

APPENDICES

PP&E Property, Plant and Equipment

PTIB Photography and Technical Imaging Branch

PY Prior Year

Q

QFR Quarterly Financial Review

R

RISE Respect, Integrity, Safety, Empower

RMAB Records, Management and Archives Branch

RPA Robotic Process Automation

RSI Required Supplementary Information

S

SAM System for Award Management

SAMP Strategic Asset Management Policy

SBR Combined Statement of Budgetary Resources

SCC Office of Safety and Code Compliance

SCNP Statement of Changes in Net Position

SFFAS Statement of Federal Financial 

Accounting Standards

SITES® Sustainable SITES Initiative

SMART Specific, Measurable, Achievable, Relevant 

and Timebound

SNC Statement of Net Cost

SOAR Safety Observations and Reflections

SOC 1 System and Organizational Controls

SSAA Senate Sergeant At Arms

T

TSP Thrift Saving Plan

Treasury U.S. Department of Treasury

U

UCFE Unemployment Compensation for Federal 

Employees

UESC Utility Energy Service Contract

USBG U.S. Botanic Garden

U.S.C. United States Code

USCP U.S. Capitol Police

USDA U.S. Department of Agriculture

USSGL U.S. Standard General Ledger
ARCHITECT OF THE CAPITOL 186 2022 PERFORMANCE AND ACCOUNTABILITY REPORT

APPENDICES

Appendix J

Acknowledgements 

This Performance and Accountability Report was produced with the energies and talents of the AOC staff. To these dedicated 

individuals, we offer our sincerest thanks. We recognize the following individuals for their contributions:

J. Brett Blanton 

Architect of the Capitol

Antonio Edmonds

Acting Chief of Operations

Chere Rexroat

Chief Engineer

Jonathan Kraft 

Chief Financial Officer 

William R. O’Donnell

Chief Administrative Officer

Valerie Hasberry

Chief Security Officer

Joseph Abriatis

Peggy Almanza

Mona Amatie, CGFM

Nik Apostolides

Laila Atayee

Matthew Aye

Peter Bahm, PE

Teresa Bailey

Jason Baltimore 

Natalie Barnes, CGFM

Lawrence Barr

Raynell Bennett

Thomas Bergeron

Jennifer Blancato 

Jessica Blanche

Susanne Bledsoe

Dorothy Blum

Joe Bocianowski, CCM

Anna Bower

Franklin Bradley

Liz Buday

Casey Cahill

Christine Camera

Joseph Campbell

Carol Campos

Tom Casey

Michael Cason

Douglas Chiles

Michelle Chin

Trista Claxon

Kayla Close

Michele Cohen, Ph.D. 

William Curley

Sarah Davis

Migdali Delgado

Barron Dill

Devin Dotson

James Drummond

Michael Dunn

Patrick Easton

Thomas Fields

Kristen Frederick

Mark Galvan

Sean Greene

Thomas Hatzenbuhler

Douglas Helmann

Bonnie Holod, AIA, LEED AP

Charles Iliff

Stephanie Jones, PE

James Kaufmann

Justin Kieffer

Paul Kirkpatrick, AIA, LEED AP

Brian Kohler

Cesar Korzeniewicz

Christine Leonard

Michael Lewis

Doug Lipscomb

Latania Maise

Leslie Matthaei

Jason McIntyre

Curtis McNeil

Michaela McNichol

Suzanne Mead

Jonathan Migas

Chris Miles

Erin Nelson

Kirk Nelson 

Cristin O’Brien

Charles O’Hanlon, PE, CCM

Mary Oehrlein

Joe Okes 

Fay Ott

Kammae Owens 

Mary Jean Pajak, PE 

Tina Pearson

Susan Pell, Ph.D. 

Joseph Peter, CPA, CGFM

Fatimah Pierce, Ph.D.

Beth Plemmons 

Christopher Potter

Stefanie Pryor 

Mark Reed, PE, CFM

Randy Robinson

Dewitt Roseborough III 

James Rosenthal

Michael Shirven, PE

Mark Siegelman

Victoria Singer

Nancy L. Skinkle, AIA, LEED AP 

Ganella Smith, Ph.D.

Diane Soriano

Gia Stancell

Eric Swanson

Brandon Terry

Deatra Trinidad 

Christopher Vetick

Kyle Wallick

David Wilder, RA, PMPM

Christal Williams

Patricia Williams

Darryl Williamson

Elizabeth Yoder, CPP

We offer special thanks to the AOC’s Photography and Technical Imaging Branch for 

providing the photographs contained in this report. 

The FY 2022 Performance and Accountability Report was prepared with the support of 

ILION Management Strategies LLC and graphically designed by OmniStudio, Inc. Guidehouse 

assisted with the preparation of the AOC’s financial statements.

This report is issued with data as of November 16, 2022.
The AOC on Mobile Devices

An e-reader mobile version of this Performance and Accountability Report is available 

(for tablets only) in the Apple iTunes Store and the Android Google Play store.

The AOC mobile apps provide information about the agency and the Capitol campus for staff, visitors and 

the American public. The apps include:

 State Statues in the Capitol

 U.S. Capitol Grounds

 U.S. Capitol Rotunda

 U.S. Capitol Visitor Guide

Websites and Media Platforms

Visit the Architect of the Capitol at: www.aoc.gov

@ArchitectoftheCapitol @uscapitol

@uscapitol @uscapitol

@uscapitol @aochiring

@architect-of-the-capitol @uscapitol

The Architect of the Capitol (AOC) maintains a social media presence on: 

A full directory of the AOC’s official social media accounts is available at: www.aoc.gov/social-media-directory.

Related websites

U.S. Botanic Garden: www.usbg.gov

U.S. Capitol Visitor Center: www.visitthecapitol.gov

Tholos Magazine

Tholos, the AOC’s quarterly digital employee magazine, provides stories that 

communicate the AOC’s mission to serve, preserve and inspire. The magazine is 

available at: www.aoc.gov/what-we-do/publications/tholos-magazine. 
U.S. Capitol | Washington, DC 20515

www.aoc.gov